Redesigned COM 306-1st Semester Snapshot-Summer 2017

“ORGANIZATIONAL COMMUNICATION & CONFLICT MANAGEMENT” COM 306 TABLE OF CONTENTS COURSE INTRODUCTION INTRODUCTION 1 GETTING STARTED 3 MODULE 1 “RESTRUCTURING ACHES AND PAINS” MODULE 1 INTRODUCTION MANAGEMENT THEORY: THE CLASSICAL APPROACH 4 CONFLICT AREA: RESTRUCTURING 6 EMPLOYEE CONFLICT SCENARIO & ASSIGNMENT 8 REAL SAMPLE OF STUDENT’S EMPLOYEE CONFLICT ASSIGNMENT SUBMISSION 12 TEAM CONFLICT SCENARIO & ASSIGNMENT 14 REAL SAMPLE OF STUDENTS’ TEAM CONFLICT ASSIGNMENT SUBMISSION 16 COMPANY CONFLICT SCENARIO 17 REAL SAMPLE OF STUDENT’S COMPANY CONFLICT ASSIGNMENT SUBMISSION 19 MODULE 2 “PERSONNEL SKIRMISHES” MODULE 2 INTRODUCTION MANAGEMENT THEORY: THE NEOCLASSICAL APPROACH 23 CONFLICT AREA: EMPLOYEE TENSIONS 25 EMPLOYEE CONFLICT SCENARIO & ASSIGNMENT 27 REAL SAMPLE OF STUDENT’S EMPLOYEE CONFLICT ASSIGNMENT SUBMISSION 30 TEAM CONFLICT SCENARIO & ASSIGNMENT 32 REAL SAMPLE OF STUDENTS’ TEAM CONFLICT ASSIGNMENT SUBMISSION 34 COMPANY CONFLICT SCENARIO & ASSIGNMENT 37 REAL SAMPLE OF STUDENT’S COMPANY CONFLICT ASSIGNMENT SUBMISSION 39 MODULE 3 “DANGERS IN DIGITAL COMMUNICATIONS” MODULE 3 INTRODUCTION MANAGEMENT THEORY: THE SYSTEMS APPROACH 43 CONFLICT AREA: DIGITAL COMMUNICATIONS 45 EMPLOYEE CONFLICT SCENARIO & ASSIGNMENT 47 REAL SAMPLE OF STUDENT’S EMPLOYEE CONFLICT ASSIGNMENT SUBMISSION 50 TEAM CONFLICT SCENARIO & ASSIGNMENT 52 REAL SAMPLE OF STUDENTS’ TEAM CONFLICT ASSIGNMENT SUBMISSION 54 COMPANY CONFLICT SCENARIO & ASSIGNMENT 58 REAL SAMPLE OF STUDENT’S COMPANY CONFLICT ASSIGNMENT SUBMISSION 60 MODULE 4 “COST CUTTING AND DOWNSIZING” MODULE 4 INTRODUCTION MANAGEMENT THEORY: THE CULTURAL APPROACH 64 CONFLICT AREA: COST-CUTTING AND DOWNSIZING 66

EMPLOYEE CONFLICT SCENARIO & ASSIGNMENT 68 REAL SAMPLE OF STUDENT’S EMPLOYEE CONFLICT ASSIGNMENT SUBMISSION 70 TEAM CONFLICT SCENARIO & ASSIGNMENT 72 REAL SAMPLE OF STUDENTS’ TEAM CONFLICT ASSIGNMENT SUBMISSION 75 COMPANY CONFLICT SCENARIO & ASSIGNMENT 78 REAL SAMPLE OF STUDENT’S COMPANY CONFLICT ASSIGNMENT SUBMISSION 80 MODULE 5 “MERGERS AND ACQUISITIONS” MODULE 5 INTRODUCTION MANAGEMENT THEORY: THE SITUATIONAL APPROACH 84 CONFLICT AREA: MERGERS AND ACQUISITIONS 86 EMPLOYEE CONFLICT SCENARIO & ASSIGNMENT 88 REAL SAMPLE OF STUDENT’S EMPLOYEE CONFLICT ASSIGNMENT SUBMISSION 90 TEAM CONFLICT SCENARIO & ASSIGNMENT 91 REAL SAMPLE OF STUDENTS’ TEAM CONFLICT ASSIGNMENT SUBMISSION 93 COMPANY CONFLICT SCENARIO & ASSIGNMENT 95 REAL SAMPLE OF STUDENT’S COMPANY CONFLICT ASSIGNMENT SUBMISSION 97 MODULE 6 “MAKING IT ALL WORK” MODULE 6 INTRODUCTION REVIEW OF MANAGEMENT THEORIES 101 FOLLOW-UP AND FOLLOW-THROUGH 101 EMPLOYEE CONFLICT SCENARIO & ASSIGNMENT 103 REAL SAMPLE OF STUDENT’S EMPLOYEE CONFLICT ASSIGNMENT SUBMISSION 105 TEAM CONFLICT SCENARIO & ASSIGNMENT 106 REAL SAMPLE OF STUDENTS’ TEAM CONFLICT ASSIGNMENT SUBMISSION 108 COMPANY CONFLICT SCENARIO & ASSIGNMENT 110 REAL SAMPLE OF STUDENT’S COMPANY CONFLICT ASSIGNMENT SUBMISSION 112

COM 306 - Organizational Communication and Conflict Management Course Introduction Organizational Communication and Conflict Management Over the next six weeks, you will work individually and collaboratively with your classmates. Each week, you will study a different conflict management theory, and apply these theories through deliberation and written communication. Introduction Video COM 306 You will assume the role of Communications Director in a fictional company, tackling a variety of common conflict scenarios. In this course, you will apply a different organizational theory per module. In Module 6, you will select and apply your favorite of the five theories. The five theories you will study and apply are: Classical Theory Neoclassical Theory Modern Organization Theory: Systems Approach Modern Organization Theory: Cultural Approach Modern Organization Theory: Contingency or Situational Approach Each module contains three homework assignments. Each assignment corresponds with the three entities that comprise a company’s makeup: the individual, the team or group, and the organization itself. 1

Individual Level of Analysis: At this level, conflicts may exist due to predisposition (e.g., dogmatism, power motivation, self-esteem, personal biases and beliefs) or job characteristics (e.g., role ambiguity, job autonomy, capabilities to perform function). Group Level of Analysis: At the group or team level, conflicts may exist due to group member composition, power differences, leadership style, overall dynamics, etc. Organizational Level of Analysis: At the organizational level, conflicts may result from mergers and acquisitions, restructuring, company culture, influence of clients or vendors, etc. In line with these three internal entities, each course module will consist of three assignments: Employee Conflict Discussion: reflects on a singular employee’s conflict and your proposed resolution. Team Conflict (Group) Discussion: presents the opportunity to work with your classmates and share viewpoints on a group conflict. Together you generate ideas for its resolution. Company Conflict Assignment: requires your formal written response, addressing a company conflict. Each Company Conflict Assignment serves as a chapter, which culminates into a final project: a six-chapter communications plan. In this course, you will examine different theories of organizational management and apply them to a variety of conflict scenarios. An ample selection of online articles, case studies, videos, and podcasts will complement your curriculum. As you do your readings and assignments, consider organizations that you have worked for. Reflect on conflicts that arose in those companies. Did the conflicts lead to dysfunction? Were the conflicts successfully resolved? Connect your own professional experiences to the conflicts you explore in this course. Let’s get started! 2

COM 306 - Organizational Communication & Conflict Management - Module 1 Getting Started: Your Role.... Student Role: Workplaces can be exciting: They allow for stimulating assignments, foster close-knit communities, and, in many cases, extend lucrative opportunities. Yet, the business environment can also be distressing. Our livelihoods depend on our jobs within them. So, company conflicts can take us to a dark, scary place. Even in the smallest of businesses, conflict is inevitable. But there's good news: You can steer conflicts to resolutions by taking informed and appropriate actions. In this course, you will serve as a Communications Director. Acting as such, you will: explore common conflicts in the workplace learn key management theories create communications pieces hone your leadership skills by resolving organizational discord This curriculum identifies some of the most common causes of workplace conflict. Namely: restructuring layoffs weak leadership discrimination bullying passive aggression mergers & acquisitions inherent risks in the digital age Now, we agree that workplace conflict is inevitable. But why is informed management of conflict needed? Don’t most problems work themselves out? If we ignore them, don’t they eventually fade away? Where does the communications piece fit into this puzzle? Conflict resolution is critical to individual, group, and organizational health. Dissent and disagreements incite tension and negativity. Ill-managed operations lead to unproductivity. Unclearly defined processes create confusion. Insensitive management hurts morale. In the end, if workplace conflicts go unresolved, the organization will suffer. Recognizing there is a problem to begin with is the first step toward its resolution. And dealing with the problem requires verbal and written finesse. One poorly crafted message can cause an entire company’s downfall! In this course, you will brave the rocky shores of office conflict and ease the storms. As Communications Director, you will have the \"know how\" to keep your organization afloat. When employees are working against the current, it’s your job to facilitate smooth sailing. Okay, it's time to put on your life vest. Here we go! Discussion Instructions 3

COM 306 - Organizational Communication and Conflict Management Classical Management Theories Video & Guide to the Readings: Theory Video: COM 306 M1: Theory Video, Classical Management Theories Theory Readings Guide: The Classical Theory of organizational communication considers the anatomy of formal organizations. A business organization is deliberately created with defined jobs, as well as definite measures of authority, responsibility, and accountability. Classical theorists view organizations as machines that manufacture goals. In their minds, workers are the cogs in the wheels of the machines. Thus, productivity can only be improved by improving the efficiency of the workers. The Scientific Management Approach (also known as Scientific Management Theory) is one school of thought that constitutes Classical Theory. This approach is based the following concept: Managers must undertake significant planning and standardization to achieve efficiency. Managers who apply the Scientific Management Approach in their leadership practices develop a standard method for each job within the organization. Despite the rigid classification of job functions, mutual trust and harmony between managers and workers is a positive attribute of this approach. Managers foster cooperation by granting wage increases or bonuses to the most efficient, productive workers. Another component of Classical Theory is the Bureaucratic Approach (also known as Bureaucratic Management 4

Theory). The Bureaucratic Approach perceives business organizations as a part of broader society. Managers who abide by the Bureaucratic Approach govern by means of a precisely defined and adhered to management hierarchy. These managers promote rationality, predictability, and stability in the workplace. The Administrative Approach is a third school of thought in Classical Theory. The Administrative Approach aligns closely with the Bureaucratic Approach, in that it values rationality and reporting hierarchies within the organization. The Administrative Approach seeks a rational means to design a company as a united entity with a clear division of labor. The \"whole\" of the organization is accomplished through strict delegation of power and authority to managers, as relevant to their responsibilities. 5

COM 306 - Organizational Communication and Conflict Management Organizational Conflict: Restructuring Video & Guide to the Readings: Conflict Video COM 306 M1: Con ict Video, Restructuring ; Conflict Readings Guide (also known as reorganization) is a corporate action typically applied to reduce or satisfy a company's debt. Restructuring requires a modification of operations (e.g., changed processes and reporting hierarchies) and composition (e.g., changed department models and employee responsibilities). The purpose of restructuring is to deter financial loss and/or improve efficiencies. Company leaders, typically with the Chief Executive Officer (CEO) at the helm, devise strategies to improve the fiscal health of the organization, identifying what they consider necessary changes to succeed. Restructuring can occur in a variety of ways. To illustrate a few: departments may shift; teams may be rearranged; tasks may be reallocated; processes may be revamped; reporting hierarchies may be reshaped. The most dramatic restructuring is downsizing, a term that signifies elimination of jobs (also known as \"layoffs\"). Company mergers and acquisitions (M&A) are also types of restructuring. We will examine downsizing and M&A in Modules 4 and 5. Successful restructuring should result in smoother, more financially stable business operations. However, when employees' emotions and behaviors are upset, facilitating smooth operations is easier said than done. Consider the human emotions at play: fear of losing one's job; resentment of supervisory changes; wavering morale; confusion over changed processes; frustration about reduced resources to work with; etc. Now consider the 6

behaviors that may result: competing with coworkers; acting antagonistic toward authority; gossiping about staff; lacking in motivation; and showing defeatism and unproductivity. What is a Communications Manager's purpose during a restructuring? To provide much needed consistency in an unstable, uncertain environment. To serve as a kind of informer and mediator, gaining employees' trust by demonstrating transparency and empathy. 7

COM 306 - Organizational Communication & Conflict Management - Module 1 Employee Conflict Discussion Background Scenario: Congratulations—You have been hired as the new Communications Employee Conflict Icon Director at AdVice Corp! Headquartered in Chicago, Illinois, AdVice Corp is a private, mid-sized enterprise with about 250 employees. The organization provides national advertising services to the retail sector. AdVice Corp is growing quickly, winning exciting new contracts every financial quarter. The company's spike in sales and subsequent rapid growth are what prompted its Executive Team to create the Communications Director position. Members of AdVice Corp's Executive Team are: Darrel Robinson, Chief Executive Officer (CEO); Thomas Wright, Company President; Rebecca Walsh, Chief Financial Officer (CFO); Carolyn Murphy, Chief Operating Officer (COO), and Daniel Cross, Chief Information Officer (CIO). AdVice Corp’s Human Resources Director, Priscilla Walters, informs you that, while on the outside AdVice Corp appears robust, in “reality” the company is wrought with internal conflicts. These conflicts, she explains, can potentially hinder AdVice Corp’s success. AdVice Corp is restructuring. Due to the business’s substantial growth, the Executive Team has decided to consolidate functions. The consolidation is a time-saving measure to expedite service delivery to clients. AdVice Corp leaders deem consolidation necessary, in part, because work projects are passing through too many departments for approval. Paperwork is frequently delayed, left on someone's desk for days, awaiting sign-off. The Executive Team has determined that the inter-departmental workflow is unnecessarily complicated and time-consuming. This new consolidation has impacted four departments: \"Marketing,\" \"Communications,\" \"Compliance,\" and \"Operations.\" \"Marketing\" and \"Communications\" have merged into one department, which is renamed \"Marketing Communications.\" \"Compliance\" and \"Operations\" have also merged, and their consolidated department is now simply called \"Operations.\" But with change comes confusion. Jonathan Schneider, Marketing Coordinator, is at a loss. Jonathan is an entry level employee. His role is to support the Marketing Manager, Josephine Hartman. Before the consolidation, Jonathan wrote website copy, which went through a strict review-and-approval process. After writing the website copy, he would bring it to Josephine for her review. Josephine, in turn, made copy edits and ultimately signed off on the content. However, now the Communications Manager, Ian Weber, is tasked with the editing and sign-off process. In fact, the website copy that Jonathan writes no longer crosses Josephine's desk at all. This is because AdVice Corp leaders want Josephine to focus purely on marketing strategy. They do not want her preoccupied with little busy tasks, such as copy editing. Jonathan is confused because Ian now calls the shots. Yet Jonathan still reports directly to Josephine. He feels uneasy that his marketing copy will be posted to AdVice Corp’s website without Josephine’s approval. What if Ian doesn't understand marketing? What if Josephine doesn't like the copy? What if she feels usurped? Everything was so good before, Jonathan frets. Why did everything have to get switched around all of a sudden? 8

So, Jonathan is debating whether to continue running his website copy by Josephine for approval despite the new process. Will Ian be insulted? Will Josephine be pleased? Or will she consider Jonathan a nuisance? Here’s where you enter the scene. You pick up on Jonathan's confusion. It's your job as Communications Director to ensure process clarity. How will you handle this conflict? In writing? In person? Will you communicate with Jonathan directly? Will you communicate with Josephine and Ian? How might you apply the Classical Model to resolve this conflict? Your goal is to provide clarity on new processes and reporting structures. Click here to view AdVice Corporation's Organizational Chart. Your Assignment 1. This is your first employee conflict assignment. Reflect upon your readings, video and/or audio to formulate your written reflection. 2. In the Module 1: Employee Conflict Discussion Board, describe how you will handle this employee conflict. Include an explanation of your logic for your conflict management approach. 3. How might you apply the Classical Model into your conflict management strategy? 4. Your reflection should be between 300 and 600 words. Each sentence must have its own unique purpose. In other words, do not repeat yourself to meet the word count. 5. Carefully proofread your reflection. You will lose points for typos, misspelled words, slang, and poor grammar. Remember, you are a Communications Director. Write professionally, as if your reflection were to be read by your company’s leaders. 6. Include a minimum of two credible references to support your logic. Deliver the work in APA format for grading. 7. Your post is due Week 1, Sunday at 11:59 p.m CT. 8. Peer Feedback: Respond to a minimum of two classmates' posts. Offer feedback on their reflections. Do you agree with their communications strategy? What components of their strategy do you find effective? What components of their strategy do you find ineffective? Why? Peer feedback is due Wednesday at 11:59 p.m. CT. 9

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Discussions List View Topic View Thread Settings Help Search Van's Employee Con Van's Employee Conflict Discussion Van Yen Pham posted Jul 2, 2017 6:13 PM Subscribe Hello everyone! The restructuring of AdVice Corp sure has everyone scrambling because top-level management has decided to consolidate departments in order to expedite service delivery to clients. The internal conflict that Jonathan is confronted with is a common consequence when leadership makes a decision without taking the necessary action to ensure that the transition is smooth. With the consolidation, I would be overseeing the managers, Ian and Josephine, and their employees, Jon and Max. I would invite Jonathan to join Ian, Josephine, Max, and myself for a meeting to discuss the conflict situation. If I caught wind of this situation in real life, I’d rather catch it and resolve it right away than let it sit. “Don’t be a conflict-avoider, ignoring makes it worse…you’ll lose respect of your employees and management” (Lipman, 2013). When I worked at the hospital, I used to freak out about asking for help/questions because everyone around me seemed so busy taking care of patients and they usually didn’t want to be bothered. However, in that line of work, you can’t afford to skirt it under the rug – you have to deal with it head-on or risk your patients. This is the same effect with Jonathan’s conflict: if he doesn’t get a clear-cut idea of what to do, it could negatively impact the service AdVice Corp provides to their clientele. The two Classical Management Theories that I would use to resolve Jonathan’s conflict situation is the Administrative and Bureaucratic Theories because they complement each other by fulfilling what the other lacks. Both theories agree that there should be clear- identified duties for all employees – what they are supposed to do and who they are supposed to report to (Mahmood, Basharat & Bashir, 2012). They also agree that employees should have the right resources to maintain order within the company (Bhasin, 2016) by keeping written records of rules and regulations so employees can use them for future references (Chand, n.d.). However, the drawback of Fayol’s Theory is that it’s based on his personal experience rather than conducted research and the drawback of Max Weber’s Theory is that it’s at the expense of human emotion. Hence, the following principles would be discussed during the meeting with Ian, Jonathan, Josephine and Max to ensure that everyone is on the same page in order to resolve the conflict brewing. The definition of bureaucracy is “an administrative system designed to accomplish large-scale administrative tasks by systematically coordinating the work of many individuals” (Chand, n.d.). A key principle of Weber’s Theory is the Hierarchy of Authority. It implies that lines of communication should be open; it should pass through each position regardless if it’s going to the top or bottom (Ibid, n.d.). This principle ties in with Fayol’s principle of scalar chain: Jonathan should be able to escalate the situation if Ian isn’t able to answer his questions (Bhasin, 2016). That way, he’s going through proper channels to approach Josephine even though she is no longer in charge of the copy editing sign-off process. 12

During this meeting, we would also discuss that we will hold and maintain an open-door policy where employees and management can come in and ask questions whenever they need help or support. This will foster Fayol’s principle of espirit de corps and unity of direction, securing the loyalty of our employees because as management, we are taking the time to hear them out, making sure they are motivated and that they know we have their back (Ibid, 2016). References Bhasin, H. (2016, Dec 05). Henri Fayol’s 14 principles of management – with examples and application. Retrieved from http://www.marketing91.com/henri- fayols-14-principles-management/ Chand, S. (n.d.). Weber’s bureaucracy: Definition, features, benefits, disadvantages and problems. Retrieved from http://www.yourarticlelibrary.com/management/webers-bureaucracy-definition- features-benefits-disadvantages-and-problems/27893/ Lipman, V. (2013, April 03). How to manage conflict at work. Retrieved from https://www.forbes.com/sites/victorlipman/2013/04/03/how-to-manage- conflict-at-work/#37e2a4825ee5 Mahmood, Z., Basharat, M., & Bashir, Z. (2012). Review of Classical Management Theories. International Journal of Social Sciences and Education, 2 (1), pp. 512-522. Ratings: 0 Reply to Thread Filter by: All Posts | Clear filters Show: Threaded  Daisy Torres Ratings: 0 July 2 at 6:49 PM Van, I enjoyed your discussion post.¬ Specifically, you give an example of your own and relate it to the assignment here! Letting your company know of why these changes are happening is important so the air can be cleared as to what is happening.¬ Therefore, when there are questions to be asked, we know whom to go to and ask. Great post! Reply Elizabeth Schaefer Ratings: 0 July 4 at 12:24 PM 13

COM 306 - Organizational Communication & Conflict Management - Module 1 Team Conflict Scenario Scenario AdVice Corp’s Compliance Department has been absorbed by the Operations Department. Both compliance and operations teams retain their respective managers. However, the teams must now work as one department (simply called \"Operations\"), sharing duties to expedite processes. Prior to the restructuring, AdVice Corp’s compliance and operations teams held their own weekly, two-hour meetings. In these weekly meetings, team members would provide updates on the latest department activities. In the Compliance Team meetings, team members provided updates on legal developments, safety issues, work visas, regulations, and other compliance- related matters. In the Operations Team meetings, team members provided updates on administrative functionalities, such as equipment, purchasing, scheduling, quality assurance, and other operations-related matters. In their respective meetings, both teams nearly always ran over their allotted two-hours. This is because members from both teams often got into the weeds, briefing the others on the most minute details. The weekly meeting format lent itself to time overflow: Each team member would provide his or her own update, which made the meetings very long. It didn’t help that some team members took casual breaks in conversation to gossip and socialize. Now that the Compliance Department and Operations Department are one, they need to combine their weekly meetings. The problem is that their weekly meetings are still only two-hours long, and AdVice Corp leaders have refused to extend the length. Even when compliance and operations were separate departments, they ran over their two-hour mark! How on earth can they cover both teams’ updates in this small slot of time? And what about the Compliance Team’s updates on sensitive legal issues? Can those details be shared with the Operations Team? Here’s where you enter the scene. As Communications Director, you need to design a format for the weekly meetings. Like it or not, the compliance and operations team members need to deal with this department consolidation. You need to draft and propose a condensed, simplified format for the new meetings Group Discussion Instructions Your instructor will divide you into GROUPS of three or four depending on class size. All GROUPS are tasked with the same assignment. Note: two of the students in each GROUP will need to step out of their Communications Director role for this assignment to \"play a different part.\" In addition to the Communications Director, there will be one Compliance Team Manager and one Operations Team Manager. Module 1: Team Conflict Discussion Board. This is your first Team Conflict Assignment. INSTRUCTIONS: Designate one classmate in your group to serve as the Compliance Team Manager (CTM). Designate a second classmate in your group to serve as the Operations Team Manager (OTM). The third classmate in your group will serve as the Communications Director (CD). Note: If you have four classmates in your group, the fourth individual may join the CD, acting as one person. 14

In your Team's Discussion in this module complete the following: Compliance Team Manager (CTM): Write a list of your qualms about having to share your weekly meetings with the Operations Team. Be specific. You should have at least four complaints. You post the first thread. This is THREAD 1. Operations Team Manager (OTM): Write a list of your qualms about having to share your weekly meetings with the Compliance Team. Be specific. You should have at least four complaints. This is THREAD 2. Communications Director (CD): Propose a meeting format that takes both groups’ complaints into consideration. Keep in mind, not everybody can get everything they want. And, unfortunately, AdVice Corp’s Executive Team will not budge on the two-hour time limitation, and they are adamant that the teams merge their meetings. (Remember, the Executive Team's purpose for this restructuring is to speed up processes and ensure there is no department overlap in duties.) This is THREAD 3. Compliance Team Manager (CTM): What do you think about the CD’s proposed meeting format? Suggest one reasonable modification that will better suit your team. This is THREAD 4. Operations Team Manager (OTM): What do you think about the CD’s proposed meeting format? Suggest one reasonable modification that will better suit your team. This is THREAD 5. Communications Director (CD): Respond to CTM's and OTM's suggestions. Can you accommodate them? Why or why not? Team Postings are due by Sunday 11:59 p.m. CT. Peer Feedback: What are your thoughts on the CD's proposed meeting format? Did OTM and CTM adjust well? How so? Do you feel this team conflict was resolved? Why or why not? Respond individually, not as a group. Peer feedback is due Wednesday at 11:59 p.m. CT. 15

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COM 306 - Organizational Communication & Conflict Management - Module 1 Company Conflict Assignment Assignment Directions: Although AdVice Corp’s department restructuring only impacted Marketing, Communications, Compliance and Operations, the rest of the employees have not been briefed on the scope of and logic behind the consolidation. Employees are wondering: Will more departments merge? Will my team be eliminated? How are my work processes impacted? Is the reporting structure still the same? Is there more restructuring around the corner? Will I lose any of my responsibilities? Will I be demoted? Should I be worried? There is uncertainty among staff, and they are frustrated at being kept in the dark. Employees are anxious, curious, irritated, and confused. Here's where you enter the scene. Human Resources (HR) has tasked you with writing a short communications plan to address this issue. HR wants you to inform AdVice Corp employees about company developments, and to assuage their fears. They need to understand why the Executive Team made the decision to consolidate departments. Employees also need to know how the change benefits the company and how it impacts them. Write a Communications Plan Write a communications plan that addresses the following areas: Identify the problem. State AdVice Corp leaders’ goals. Discuss the tactics (actions being taken) to reach these goals. Discuss the different perspectives in play. What are the potential impacts of implementation of the tactics? What communications should be crafted to address the employees’ concerns? And via what methods? How should the communications be transmitted or delivered? Write an employee announcement about the consolidation. Note: This is an internal document for Executive Team and HR eyes only. This is not for company dissemination. This is your first company conflict assignment and will serve as Chapter 1 in your final communications plan. INSTRUCTIONS Write a communications plan that addresses all of the bullet points above. Your plan should be between 500 and 700 words. Deliver the work in APA format for grading. Carefully proofread your submission. Your instructor will deduct points for typos, misspelled words, slang, and poor grammar. Remember, you are a Communications Director. Write professionally. 17

Upload your assignment to Module 1 Assignment Submission Folder in this module by Wednesday 11:59 p.m. CT. You will be penalized 5% for submitting your assignment late. Remember, the Communications Manager's purpose during a restructuring: To provide much needed consistency in an unstable, uncertain environment. To serve as a kind of informer and mediator, gaining employees' trust by demonstrating transparency and empathy. Group Areas: Group Work: 18

Student Sample AdVice Corp Internal Memorandum TO: Executive Team and HR FROM: Van Pham, Communications Director DATE: July 04, 2017 SUBJECT: Communications Plan This Communications Plan serves as an explanation to answer inquiries and resolve issues brought on by AdVice Corp’s restructuring. Since the restructuring process began, employees fear elimination of their core responsibilities and departmental team, potential demotion and layoffs, and confusion about new processes ahead of current and future consolidations. Leadership goals include speeding up current processes as a time saving measure, expediting service delivery to clientele without compromising product and service quality, increasing revenue and customer base. It is necessary to clearly identify and describe leadership’s goals moving forward, so that all employees understand how the change benefits the company as a whole and impacts us in the long-term. It is important that we emphasize to our employees that what we are asking them to do is not next to impossible to achieve. Reasonable tactics are required in order to attain these goals. Such tactics should be as follows: top-level management speaks with employees face-to-face rather than through an intermediary, holding company meetings and workshops with a focus on team- 19

building exercises and icebreakers, maintaining an open-door policy, and employing a company-wide education/training program (Terry, 2017) to ensure that each level of management and their employees understand what the new process entails. Perspectives on the implementation of these tactics can vary. Employees, leadership and management alike can have a negative perspective of team- building exercises as a waste of company time and money that could have been spent on increasing service production. However, I firmly believe that strengthening the departments and the individuals within them can be a positive impact in the long-term. We should provide resources for employees to create SWOT (strengths, weaknesses, opportunities and threats) analyses (Hackley, 2015) about themselves, their department, and the company. This will allow them to have a discussion about how the new process may affect them as individuals and as a new department. It will also help them anticipate potential conflicts and how to resolve those conflicts. In my perspective, the emphasis on teamwork should be outlined using the AIDA model of marketing (Hackley, 2015), which is to grab the attention, interest, desire, and action of employees. The new process will transition much more smoothly when employees are given the opportunity to apply it hands-on. As a rule of thumb, people generally learn better by actually doing an action versus being told about it or seeing it. This will persuade our employees to exceed company expectations and goals without burning them out. In order to address employee concerns, we should maintain email correspondence that includes information about weekly meetings and check-ins, 20

educational training events about the new process, attachments of PowerPoint presentations and meeting minutes for future reference. We should uphold an open-door policy that invites employees to share their concerns freely without judgment, and we should also provide a suggestion box for employees that are uncomfortable with approaching management directly. The employee announcement will be disseminated through email and briefly covers the consolidation and restructuring of our company: Dear Staff, I understand that many of us have concerns and questions following the restructuring of our company. The consolidation of departments is only a means to expedite service delivery and increase production, and not meant to reduce the workforce in order to do so. On that note, however, we have to learn how to adapt to this change, this new process. Please complete the three SWOT analyses for yourself, your team, and the company through the Google Forms link attached below. We will be tallying up your responses and discussing them at the company meeting two weeks from today’s date. This is a stepping-stone to make the change transition smoothly. The SWOT analyses will give us a starting point to find the bright spots of what’s working and what’s not, the opportunities to shrink the change and not make it seem larger than life, and to fine-tune the situation when the situation changes how we think and do our jobs (Heath & Heath, 2010). Feel free to contact me with any questions. Best regards, Van Pham 21

AdVice Corp, Communications Director Phone: (555) 555-5555 Email: [email protected] References Hackley, C. & Hackley, R.A. (2015). Advertising and promotion: An integrated marketing communications approach (3 ed.). London, England: Sage rd Publications Ltd. Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Broadway Books. Terry, L. (2017, Feb 22). The management theory of Max Weber. Retrieved from https://www.business.com/articles/management-theory-of-max- weber/ 22

< COM 306 - Organizational Communication and Conflict Management - Module 2 Neoclassical Theory Video & Guide to the Readings: Theory Video: COM 306 M2: Theory Video, Neoclassicism Theory Readings Guide: The Neoclassical Theory of organizational communication deals with individual and group behaviors. A company is productive when its leaders examine the human relationships that coexist within. Unlike Classical Theory, where managers focus on production, neoclassical theorists concentrate on individuals and workgroups. Managers using this approach determine the best ways to motivate and support employees within the organization. One branch of Neoclassical Management Theory is called the Participatory Management Approach, which views organizations as social systems. These social systems are made up of multiple persons and groups, all sharing a common objective. The Participatory Management Approach places high value on teamwork. With the ultimate goal of improving efficiency, it is the manager's job to promote a spirit of camaraderie among team members. Another school of thought within Neoclassical Theory is the Human Relations Approach (also known as the Human Relations Movement). The Human Relations Approach recognizes that human beings do not always react rationally in terms of rewards. There is a conflict of goals between that of the company and that of the employee, and this needs to be reconciled. A good manager recognizes that every formal organization contains 23

informal \"sub-organizations,\" in which employees interact. Psychosocial factors at work influence employee behavior, and familiarity with these factors equips managers with the ability to predict staff actions. Another approach within Neoclassical Theory is the Motivational Approach (also known as Motivational Theory). The Motivational Approach posits that human beings by nature take pride in their work. A workplace is a prime setting for human growth and increased self-esteem. When managers encourage workers to develop their skills and progress in their respective careers, employees take ownership of their work. In the end, this positive, nurturing atmosphere creates a more enjoyable, productive environment. 24

COM 306 - Organizational Communication and Conflict Management Conflict: Employee Tensions Video & Guide COM 306 M2: Con ict Video: Personnel Skirmishes Conflict Guide: Personnel altercations occur when two or more coworkers have personality clashes or emotionally-charged interactions. For example, imagine a cheerful optimist sharing an office cubicle with a grumpy pessimist. Fundamentally opposing personalities and outlooks, such as these, can cause friction, arguments, and even animosity. Sometimes, conflicting personalities and outlooks generate a refreshing variety of valuable viewpoints. But more often than not, they are key contributors to workplace unhappiness and stress. Differences and disagreements, whether real or imagined, can provoke ill will. And, if employee ill will goes unrecognized and unaddressed, the contention endures and escalates. Unresolved personnel conflicts are detrimental on personal and organizational levels. Conflicts distract employees from their duties, diminish collaboration, compromise service or production, and ultimately, the organization feels it. Making workplace conflict even more complex, many managers have difficulty detecting dysfunctional behavior. Management by its nature is a highly political role. To build and sustain high-performance teams, managers should distinguish between functional politics (e.g., exploring new ideas and building consensus, increasing group cohesion) and dysfunctional politics (e.g., making communications blunders, deteriorating trust and support). Managers must monitor signs of employee hostility and formally handle workplace politics as they would any other critical business function. 25

What is a Communications Manager's purpose during an employee feud? To compose company messages that clearly outline the organization's expectations of employee etiquette and cooperation. To ensure employees have a clear understanding of the problem escalation process. (For example, if the matter is unresolved at the supervisory level, the individual should inform Human Resources of the conflict.) To work with team supervisors to stay apprised of potential personnel conflicts. To create presentations and devise company-wide initiatives that nurture team spirit and encourage healthy collaboration. 26

COM 306 - Organizational Communication and Conflict Management - Module 2 Employee Conflict Discussion Scenario: Priscilla Walters, AdVice Corp’s Director of Human Resources, invites Employee Conflict Icon you into her office. She proceeds to inform you that someone just reported an instance of workplace bullying. A Database Manager, Richard Carroll, has worked at AdVice Corp for seven months. His responsibilities include data collection, entry, and assessment. Richard is always serious, sullen, and silent. Although a loner, he is skilled, cordial, and non-disruptive. His job functions do not call for teamwork; he works autonomously. Richard sits in a cubicle near the break-room, which happens to be within earshot. Reportedly, several employees have been mimicking Richard, mocking his serious disposition. One employee even posted on her Facebook page an unflattering photo of Richard and titled the photo “Oscar the Grouch.” A concerned coworker reported the bullying, since Richard is too shy and embarrassed to talk about the abuse. The perpetrators were identified and strictly reprimanded. Here’s where you enter the scene. Priscilla has asked you to write a memo to all employees about bullying. Your memo must include a definition of what bullying is; that AdVice Corp has zero-tolerance for bullying; and that bullying does not align with company values. You must also outline the consequences of bullying at AdVice Corp (suspension or termination). Include information about the harmful effects of bullying in the workplace. Your message should speak to the company as a whole. Do not mention any specific employees by name or reference the recent incident. Your goal is to deter employees from conducting emotional abuse, to help keep the work environment professional and enjoyable for everybody, and to establish proper business etiquette among coworkers. Your Assignment 1. This is your second Employee Conflict Assignment. Reflect upon your readings, video and/or audio to formulate your written reflection. 2. In the Module 2: Employee Conflict Discussion, write a memo to all employees about the dangers and consequences of bullying. Your goal is to foster a supportive, inclusive work environment. Describe how you will handle this employee conflict. Include an explanation of your logic for your conflict management approach. How might you apply the Neoclassical Model into your conflict management strategy? 3. Your message should speak to the company as a whole. Do not mention any specific employees or reference the recent incident. 4. Your reflection should be between 300 and 600 words. Each sentence must have its own unique purpose. In other words, do not repeat yourself to meet the word count. 5. Carefully proofread your reflection. You will lose points for typos, misspelled words, slang, and poor grammar. Remember, you are a Communications Director. Write professionally, as if your reflection were to be read by your company’s leaders. 6. Include a minimum of two credible references to support your logic. Deliver the work in APA format for grading. 7. Your post is due Week 2, Wednesday at 11:59 p.m. CT. 27

8. Peer feedback: Respond to a minimum of two classmates' posts. Offer feedback on their reflections. Do you agree with their communications strategy? What components of their strategy do you find effective? What components of their strategy do you find ineffective? Why? Peer feedback is due Sunday at 11:59 p.m. CT. Grading Information 28

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COM 306 - Organizational Communication & Conflict Management - Module 2 Team Conflict Scenario Scenario AdVice Corp Sales Director, Michael Grossman, has asked you to deliver a presentation to his two sales teams: The Regional Sales Team (\"Regional\") and the National Sales Team (\"National\"). The relationship between the two sales teams has become acrimonious, and he needs your help. Michael recently assigned \"National\" to train \"Regional\" on best sales practices. You see, \"Regional\" has not been closing many deals; they haven’t won a new contract in three months! \"National,\" however, is performing outstandingly well, averaging four new contracts each month. The training is a two-week program, Michael explains, and they just wrapped up Week 1. How did it go? Unfortunately, it was a major flop. \"Regional\" is complaining that \"National\" treats them condescendingly, like amateurs. \"Regional\" also reports that \"National\" is neglecting to conduct productive training, but instead dismissing \"Regional\" as incompetent, laughing at their efforts. Michael suspects the conflict is coming from both directions. \"National\" can be conceited at times, especially now that they're winning such big accounts. True, they may be on a bit of a power trip, but \"Regional\" is often sensitive and defensive. Regardless of whichever team’s fault it is, the result is that \"Regional\" is not receiving the skills training that they need to win accounts. Here’s where you enter the scene. So, Michael is planning a meeting with both teams, during which he will voice his concerns. He needs you there, as Communications Director, to facilitate productive conversation between the two teams. Both teams get a chance to voice their concerns about the other. Then it will be your turn to consider their feedback and propose a behavior protocol. The goal is to cultivate unity, ensure efficient training, and establish proper business etiquette with coworkers. Group Discussion Instructions INSTRUCTIONS: Your instructor will divide you into GROUPS of three or four depending on class size. All GROUPS are tasked with the same assignment. Note: two of the students in each GROUP will need to step out of their Communications Director role for this assignment to \"play a different part.\" In addition to the Communications Director, there will be one Regional Sales Manager (RSM) and one National Sales Manager (NSM). In your Team's Discussion in this module complete the following: Regional Sales Manager (RSM): Write a list of your concerns and complaints about having to be trained by the National Sales Team given their attitude and behavior. Be specific. You should have at least four complaints. You post the first thread. This is THREAD 1. National Sales Manager (NSM): Write a list of your concerns and complaints about how difficult it is to train the Regional Sales Team given their attitude and behavior. Be specific. You should have at least four complaints. This is THREAD 2. Communications Director ( CD): Address their complaints by proposing a behavior protocol. For example, what is their new required behavior? How are they to compose themselves during training? 32

What measures will be taken if they do not abide by the guidelines you are setting forth? This is THREAD 3. Regional Sales Manager (RSM): What is your response to the CD's proposed behavior protocol? What do you like and dislike about it? Name one thing that you want changed. This is THREAD 4. National Sales Manager (NSM): What is your response to the CD's proposed behavior protocol? What do you like and dislike about it? Name one thing that you want changed. This is THREAD 5. Communications Director (CD): Respond to RSM's and NSM's suggestions. Can you accommodate them? Why or why not? This is THREAD 6. Team Postings are due by Wednesday 11:59 p.m. CT. Peer Feedback: What are your thoughts on the CD's proposed behavior protocol? Should the CD accommodate the RSM's and NSM's suggestions? Why or why not? Do you feel this team conflict was resolved? Why or why not? Respond individually, not as a group. Peer feedback is due Sunday at 11:59 p.m. CT. 33

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COM 306 - Organizational Communication & Conflict Management - Module 2 Company Conflict Assignment Assignment Instructions: Well, that didn't take long. Human Resources (HR) needs your help again! The HR Director, Priscilla Walters, briefs you on an unfortunate incident that has just occurred, negatively affecting AdVice Corp’s reputation. Priscilla informs you that a former employee is slandering the organization, telling current employees disruptive falsehoods. This former employee, Penny, claims that AdVice Corp is discriminatory, and that she was fired for being Asian. Penny has contacted several AdVice Corp employees of racial minorities to convince them to seek work elsewhere. In truth, Penny has fabricated this story in retaliation for having lost her job. Penny was a contractor, whose project work had concluded. Priscilla explains to you that it had always been a contract assignment with a solid end date upon completion. AdVice Corp did not renew Penny’s contract because the project work had concluded. However, the rumor mill is gaining traction inside the company. Many AdVice Corp employees are starting to question their employer's values and business practices. Here's where you enter the scene. Priscilla has tasked you with writing a short communications plan to address issues of employee/former-employee slander. HR recognizes that employees need to stay informed about employee turnover, and that they need to understand the distinguishing characteristics of project work, part-time work, and full-time work. Above all, it is important that employees trust the values and business practices of the organization. Write a communications plan that addresses the following areas: Identify the problem. State leadership’s goal. Describe the nature of the unique claim. Discuss the dangers of spreading rumors. Discuss the organization’s nondiscriminatory values of equality across races and ethnicities. Describe the process employees should go through should they feel they are being discriminated against. Note: This is an internal document for Executive Team and HR eyes only. This is not for company dissemination. This is your second company conflict assignment and will serve as Chapter 2 in your final communications plan. Write a communications plan that addresses all of the bullet points above. [This will serve as Chapter 2 in your final communications plan.] Your plan should be between 600 and 800 words. Deliver the work in APA format for grading. Carefully proofread your submission. Your instructor will deduct points for typos, misspelled words, slang, and poor grammar. Remember, you are a Communications Director. Write professionally. Upload your assignment to Module 2 Assignment Submission Folder in this module by Sunday 11:59 p.m. CT. 37

You will be penalized 5% for submitting your assignment late. Remember, the Communications Manager's purpose during a conflict concerning slander: To provide assurance to workers when an employer's ethics and integrity are being slandered. To serve as a kind of peacekeeper and conscientiously communicate the employer's values and ethical business practices. Group Areas: Group Work: 38

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COM 306 - Organizational Communication and Conflict Management - Module 3 Systems Theory Theory Video and Reading Guide Theory Video COM 306 M3: Theory Video, Systems Theory Theory Readings Guide Modern Organizational Theory proposes that an organization is an adaptive system, and that as such, it must adjust to environmental changes in order to survive. Within Modern Organizational Theory, there are three leading schools of thought, established theories in their own right. These are the Systems Approach (Systems Theory), the Cultural Approach (Cultural Theory), and the Situational Approach (Situational Theory). In this module, we will discuss the Systems Theory. The Systems Theory addresses the interdependency and interrelations of organizational components (e.g., people, departments, processes). In this theory, the individual is not considered a cog in the machine, such as in Classical Theory. Nor is the individual considered an appendage of a workgroup, such as in Neoclassical Theory. Rather, in the Systems Theory, the individual is considered an essential element of an interconnected community. This ideology centers on human behavior (and organizational behavior) as a whole—as opposed to separate bodies performing divergent functions. Systems theorists believe that organizational management is only fruitful when the managers perceive employees, departments, and tasks as one organism, so to speak. Not a machine, not isolated groups, but a dynamic, ever-changing being. 43

Managers who employ the systems approach must understand employee behavior contextually and holistically. Unlike the situational approach, which we will learn about in Module 5, managers do not \"disassemble\" individual parts, fix them, and put them back together again. Systems theorists look collectively at the organization’s components, examining their collective, interdependent existence. 44

COM 306 - Organizational Communication and Conflict Management - Module 3 Conflict: Digital Communication Conflict Video and Guide Conflict Video COM 306 M3: Con ict Video: Dangers in Digital Communications Conflict Readings Guide Few would dispute the Digital Age is remarkable. The Digital Age originated in the 1970s, when the traditional industry from the Industrial Revolution shifted to the Information Age. And the rest is history. Technological inventiveness is near impossible to corral. Since the advent of the internet, human connectivity via the World Wide Web is more interwoven than ever. From a business standpoint, it's difficult to negate the benefits of a ubiquitous global network. Some of which include: employee meetings via webinars and interactive video conferencing; pressing company communications can be released in real time; social media channels keep your company in the spotlight; market research is just a click away; lucrative deals can be signed, sealed and scanned in minutes; mass e-marketing campaigns can reach your target audiences in seconds; the list goes on. And yet, technological advancement inherently brings risk. And a lot of it: lack of database security; prevalence of hackers; maligning business online reviews; disgruntled or unskilled employees sending poorly crafted messages to VIPs; offensive emails; spam; cyberbullying; improper websites at work; email forgery; disclosure and compliance infringements; reputation damaging digital footprints (permanent written record); unprofessional social media posts; the list goes on here too. 45

You may have heard the following rule of thumb. But even if so, it's worth repeating: Sending an email message is like sending a postcard. If you don’t want it posted on the bulletin board, then don’t send it. What is a Communications Manager's purpose during a digital disaster? To be aware of digital communication risks and anticipate potential problems. To preemptively intervene where you suspect the conflict might worsen. To compose informative and calm interpersonal or company-wide communications when a digital disaster has struck. To facilitate follow-up communications to help ensure the incident does not recur or worsen. 46

COM 306 - Organizational Communication and Conflict Management - Module 3 Employee Conflict Discussion Scenario: A communications blunder has just occurred at AdVice Corp within the Employee Conflict Icon sales department. One of the Regional Sales Representatives, Crystal Kern, mistakenly sent an insulting email to one of the National Sales Representatives, Jennifer Phillips. Crystal and another Regional Sales Representative, Sara Miles, had been emailing back and forth, criticizing Jennifer’s personality. Their email referred to Jennifer as “phony” and a “snob.” When Jennifer received the email, she headed straight to the Sales Director, Michael Grossman, to complain. As soon as Crystal realized she had accidentally sent the disparaging email to Jennifer, she deleted it immediately. In a panic, Crystal decided to pretend she never wrote or sent it to begin with. When Michael called Crystal and Sara into his office to inquire about the incident, Crystal continued denying having sent the email. Sara, however, confessed her own part in the email exchange, expressing regret. By contrast, Crystal refused to budge, and stood by her story that the email did not come from her, that someone must have forged it and sent it from her computer. Now Michael has three unhappy team members. Crystal, who defiantly is not budging in her lie. Sara, who feels embarrassed and ashamed to have been part of the petty exchange. And Jennifer, who feels hurt and misunderstood. Michael has had no success in dealing with this issue. So, HR has stepped in from the personnel management side, but your participation is required as well. Here's where you enter the scene. You are tasked with writing an email to all employees about treating coworkers with respect. You are to remind them that company email is to be used solely for work-related communication, and that it is not to be used in derogatory, malicious ways. Your goal is to communicate the following points: Email is for work-purposes. Emails should not be disparaging. Hurtful gossip is unacceptable. Hurtful gossip has damaging consequences for the victim. There will be professional repercussions for the perpetrators. Staff must know and respect the values of the organization. There are risks in emails and other digital communications. Staff must follow best practices for when they feel there is an interpersonal conflict. Your Assignment 1. This is your third Employee Conflict Assignment. Reflect upon your readings, video and/or audio to formulate your written reflection. 2. In the Module 3: Employee Conflict Discussion, write the email that HR has tasked you with. After your email, addressing the students in this class, include an explanation of your logic for your conflict management approach. 3. How might you apply the Systems Theory into your conflict management approach? 47

4. Your reflection should be between 300 and 600 words. Each sentence must have its own unique purpose. In other words, do not repeat yourself to meet the word count. 5. Carefully proofread your reflection. You will lose points for typos, misspelled words, slang, and poor grammar. Remember, you are a Communications Director. Write professionally, as if your reflection were to be read by your company’s leaders. 6. Include a minimum of two credible references to support your logic. Deliver the work in APA format for grading. 7. Your post is due Week 3, Wednesday at 11:59 p.m CT. 8. Peer Feedback: Respond to a minimum of two classmates' posts. Offer feedback on their reflections. What components of their email messaging (e.g., word choice, tone, etc.) do you find effective? What components of their email messaging do you find ineffective? Why? Peer feedback is due Sunday at 11:59 p.m. CT. 48