Redesigned COM 306-1st Semester Snapshot-Summer 2017

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Discussions List View Topic View Thread Settings Help Search Employee Conflict # Employee Conflict #3 Van Yen Pham posted Jul 17, 2017 12:27 PM Subscribe TO: Staff SUBJECT: E-mail Etiquette Hello Staff, It has come to my attention that there has been inappropriate usage of our company email. Remember: our email is for work-related issues and should not be used for malicious or personal purposes. One of AdVice Corp’s core values is respect – we must respect each other, our clients, and our work environment. Harmful gossip is unacceptable at AdVice Corp – it can lead to a high employee turnover because the work environment can become stressful and toxic (West Virginia Employment Law Letter, 2008). Please keep in mind that if we do experience a high employee turnover due to gossip, restructuring is required to counteract decreased productivity. In other words, employees may be moved around to various departments and take on other job functions to cover the position until it is properly filled. Gossip can cause health and mental-related issues, decrease in productivity, and many other consequences. In some cases, workplace gossip can be viewed as a form of harassment. In addition to suspension for repeat offenses, there are professional repercussions for gossiping in the workplace. “Spreading personal and negative information can backfire and hurt your own career trajectory and make you seem untrustworthy and not a team player” (Murad, 2012). Although emails and other digital communications provide anonymity for users, we sometimes forget that what we email, send, text, and type is forever. If you feel uncomfortable, are subjected or feel subjected to workplace gossip – please contact Human Resources or me. We are here to listen and help in any way we can. Thank you. Best regards, Van Pham AdVice Corp, Communications Director (555)555-5555 [email protected] In regards to the Systems Theory, I agree with the key point that organizations are interconnected and interdependent – if one part of the organization is affected, then the whole organization is affected. People would think that separating the affected part would prevent further affliction to the unaffected parts; however, that only makes it worse. Let’s use amputation of a limb for example. Sometimes it’s medically life saving to sever a 50

person’s limb due to a car accident, illness, and etc. However, there are long-term issues that affect the amputee: they have to re-learn how to use their body without that limb; they may experience ghost pain; and their lives are irrevocably changed. This same example can be applied to the situation between Crystal, Sara, and Jennifer. Excuse my French, but you know the saying “Don’t s*** where you eat?” There is truth behind it when people say “keep your personal and professional lives separate.” Sherry Turkle, a TEDtalk speaker, says “I share, therefore I am – we use technology to define ourselves by sharing our feelings as we are having them” (2012). Email, like texting, promotes reactive responses (Tjan, 2011). Digital communications provide a cloak of anonymity to users, which can lead to users being more malicious than they would be in- person. People need to keep the Golden Rule in mind – “to treat others as they would want to be treated.” At least in this situation, Jennifer didn’t add fuel to the fire – she went straight to management. Not everyone has the capacity to remain calm while being the subject of the gossip. I would sit down with all three women and ask Crystal, hypothetically, what would she do if she were in Jennifer’s shoes. Could she remain calm and collected? Would she bring it to the director, Michael Grossman’s, attention or would she add fuel to the fire? This gossip could be based from the training conflict between Regional and National, which could hint deeper-rooted issues. References Murad, A. (2012, August 16). Office gossip: The good, the bad and what to do when you are the subject. Retrieved from http://www.foxbusiness.com/features/2012/08/16/office-gossip-good-bad-and- what-to-do-when-are-subject.html Tjan, A.K. (2011, November 01). Don’t send that email. Pick up the phone! Retrieved from https://hbr.org/2011/11/dont-send-that-email-pick-up-t.html Turkle, S. (2012). Connected, but alone? Retrieved from https://www.ted.com/talks/sherry_turkle_alone_together/up-next#t-13580 West Virginia Employment Law Letter. (2008, April 04). What can HR do about workplace gossip? Retrieved from http://www.hrhero.com/hl/articles/2008/04/04/what-can-hr-do-about- workplace-gossip/ *** I also find this poster a good tip on whether or not to send an email *** 51

COM 306 - Organizational Communication & Conflict Management - Module 3 Team Conflict Scenario Scenario AdVice Corp’s Procurement Department consists of three employees: Jeff Driscoll, Procurement Manager (PM); Jenna Kate, Contracts Officer (CO); and Cedric Ross, Inventory Manager (IM). The three work closely together on a daily basis and share an office. At the start of each workday, Jeff and Jenna debate politics. Loudly! Jeff is an avid conservative, and Jenna is an avid liberal. Each morning, Jeff pulls up a conservative news website on his computer while Jenna pulls up a liberal news website on hers. They debate opposing sides of the current, topical issues, and their conversations always get heated. Jeff and Jenna are both dogmatic by nature and clearly enjoy their lively sparring. However, the intense political talk upsets Cedric, who feels stuck in the middle. He doesn’t lean either way politically, and frankly, he finds the news stories that Jeff and Jenna debate just plain depressing. Cedric wishes that AdVice Corp's website use policy prohibited employees from visiting news sites during work hours, but it doesn't. And since Jeff and Jenna continue to get their work done, Cedric doesn't know if there is cause to complain. Cedric just wants work to be pleasant and his office-mates to be affable with one another, not contentious. Yet, he is the only one who is bothered. Cedric feels too self-conscious to discuss his feelings directly to Jeff and Jenna. Here's where you enter the scene. One day, Cedric approaches you shyly to describe the daily political debates he is subjected to. He confides in you how the political bickering between his office-mates depresses him. Cedric explains that he has turned to you because of your position as Communications Director. He does not want to report Jeff's and Jenna's behaviors to HR, but instead seeks your expertise. Cedric does not want to talk with Jeff and Jenna in person, but he has asked you to step in and approach the matter with them. Group Discussion Instructions INSTRUCTIONS: Designate one classmate in your group to serve as the Procurement Manager (PM). Designate a second classmate in your group to serve as the Contracts Officer (CO). 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. (If you served as CD in the previous module's Team Conflict Assignment, play a different role this time.) In your Team's Discussion in this module complete the following: Communications Director (CD): Explain to PM and CO the issue that Cedric approached you about. You post the first thread. This is THREAD 1. Procurement Manager (PM): Explain why you think debates are a positive thing for the office. Be specific. You should have at least two solid reasons why you think your political debates with Jenna (CO) should be allowed. This is THREAD 2. 52

Contracts Officer (CO): Now it's your turn. Explain why you agree that debates are a positive thing for the office. Be specific. You should have at least two solid reasons (different from those above) why you think your political debates with Jeff (PM) should be allowed. This is THREAD 3. Communications Director (CD): Address their points. Take their points into consideration in your response. Act as mediator here. What can you say to make them respect Cedric's feelings? This is THREAD 4. Procurement Manager (PM): How will you adjust your behavior to make this better? This is THREAD 5. Contracts Officer (CO): How will you adjust your behavior to make this better? This is THREAD 6 Team Postings are due by Wednesday 11:59 p.m. Peer Feedback: Do you think the three communicated effectively? Do you feel the conflict has been resolved? Why or why not? Respond individually, not as a group. Your peer feedback is due Sunday at 11:59 p.m. 53

Discussions List View Topic View Thread Settings Help Search Team A Team A Elizabeth Schaefer posted Jul 13, 2017 11:43 PM Subscribe Team A. Reply to Thread Filter by: All Posts | Clear filters Show: Threaded  Van Yen Pham July 14 at 4:25 PM Thread 1 Communications Director (Daisy Torres) We recently became aware that there are concrete, productive conversations happening in the office about politics. Yet, I should remind you that it is prohibited at AdVice Corp and frankly, at all work companies. As part of these conversations, I must bring this up as a warning. The topic of politics is not allowed to be discussed and that is stated on our employee handbook. All enployees receive a copy upon hire and can also be found on our work website. I cannot understate how such discussions can make others feel uncomfortable even if both parties get along and it does not get out of hand. I understand, this could simply be a conversation about politics and you just want to be clear on your points of view to each other. You might have built great work relationships, but you must be careful. This situation can bother others and that is why it not acceptable under any circumstances in the workplace. Yes, this subject is both relevant and thought provoking but in a continuing effort to ensure that politics is not a topic that will be discussed within these walls, I want both parties to respond to me by the end of the day, simply stating that you understand. It is okay to talk about your thoughts outside of work. A thought could be, “these days, given the political landscape in the United States it may well be time to change this paradigm.” But that is simply not the case, we do not want to give employees the opportunity to have an open discussion because this can become a threat to some. Correspondingly, there is no impact in the workplace going forward on this matter and in fact can harm our company's philanthropic values. Due to this occurrence, we are considering adding a few things to the employee handbook that will enforce this issue at work. Including, to prohibit internet usage that is not work related. This has come as a warning but can lead to suspension if it is repeated. Among the many articles and resources that relate to “forbidden political talk at work” I am encouraging you to visit our company’s website and search for the article, Prohibited Political Debate. It entails measures to protect against this social topic at work. There is also a report that compares the giving trends of political talk at work from the years 1980 to now. How this conversation has become strict to protect employees to feel uncomfortable. As always, we welcome any feedback on how we can continue to make AdVice Corp’s HR department a helpful resource all employees. Thank you, Daisy Torres Communications Director Reply Van Yen Pham July 14 at 4:26 PM Thread 2 Procurement Manager (Van) Hello, 54

I'd like to thank you for bringing to my attention that some of my coworkers were bothered by the political debates that I hold with Jenna. However, I believe that there are positives to engaging in political debates. My first reason is that talking about controversial matters like politics can build our capacity to speak out about difficult conversations in the workplace like performance reviews or disagreements over policy (as cited by Knight, 2016). Sometimes if people keep avoiding hard conversations, they'll never gain the confidence or experience to speak against something wrong or for something right. These people might become bystanders forever, just putting their heads down and working through something that doesn't sit right with them. I think it's important that we deal with issues head on and face-to-face. My second reason is that political debates allow us to get to know each other better. Most people judge others too quickly and superficially when it comes to politics or controversial topics. \"He's Republican, so he probably supports gun rights\" or \"She's Democratic, so she must support same-sex marriage.\" People think that that's that. Sometimes, the representation of a political party reflects how people carry themselves. Joseph Sherman, a marketing specialist at Vimtag Technology, says he has a coworker who supports Hillary Clinton because growing up, there wasn't a lot of education or political opportunities for women (Knight, 2016). He also describes another coworker who supports Donald Trump because he believes that he will be able to restore the economy. Sherman, at first, thought his coworker was simply repeating a party line, but found out that his coworker works two jobs to support his family (Ibid, 2016). It's important to validate the opposition's views to an extent in order to respectfully assert your own opinion. Reference Knight, R. (2016, Sept. 26). Should you talk about politics at work? Harvard Business Review. Retrieved from https://hbr.org/2016/09/should-you-talk-about-politics-at-work Reply Van Yen Pham July 14 at 4:28 PM Thread 3 Contracts Officer (Jennifer Venegas) Hello Ms. Torres, I do agree with what you have stated and how it can make other employees feel uncomfortable. I apologize for not abiding by the employee handbook by proceeding to partake in political conversation that is clearly prohibited. Evidently, political debates don't always end well, which is typically the case for Jeff and I. I suppose that there are many things I agree with in which he is openly opposed to and vice versa. I don't mean to be disrespectful, but I do think that there is a healthy stance in having these political debates. One reason why we should have these debates is because you can learn new things (Goldblatt, 2015). One person can state something biased and that could lead you to research and read on the matter even deeper than what you may think you know about it as well. You already have your stance on the issue and your defensiveness is high, but there is sometimes another side to the table. Another reason as to why political debates are good to have is because they allow you to discuss subjects that would otherwise be swept under the rug. There is war, travel bans, health care bills and so on. A lot of time people read articles or watch the news and that is it. There is no outlet to these subjects and people don't get to debate about it or even discuss it. Although political debates can get heated and sometimes lead people to become distant of each other, it can also be good as I have mentioned. Overall, I will no longer partake in political conversations with Jeff or any other employee at AdVice Corps. Thank you! References: Goldblatt, M. (2015, October 13). Political Debates Are Frustrating, Polarizing-And Good for You. Retrieved July 13, 2017, from http://time.com/collection-post/4066990/democratic-debate-should-you-live-tweet/ Reply Van Yen Pham July 14 at 4:29 PM Thread 4 RE: Political debates in the workplace 55

Procurement Manager and Contracts Officer: I understand both of your views, politics is as controversial as ever. I myself enjoy politics and I recognize how you both are concerned and interested in this topic. But we must follow the law, this is not just a company rule. As a result, there is no constitutionally protected right of \"free speech\" in the offices and factories of private employers (DeMeza & Jenero, 2016). This topic is private for some people and let’s face it, this can lead to bigger issues. It can be offensive, lead to discriminatory or harassment violations. All, which is not respecting your coworkers. Several companies do not tolerate such matters that lead to termination. At AdVice Corp, this issue has not come up before and we hope it stays that way. We anticipate that this will not happen again. This company has respected both you wholeheartedly and your work, we wish that this does not become problematic. I must ask to not discuss your points of views and thoughts about politics at work. Otherwise, there will be consequences. Lastly, feel free to discuss this topic as openly as you both wish during lunch or any time before and after work, as long as this conversation does not take place in the office. Thank you, Daisy Torres Communications Director References The Kendal Corporation. (2013, August). Notice of Privacy Information Practices. Retrieved from http://www.kendal.org/wp-content/uploads/2013/05/Kendal-Corp-Privacy-Notice-Sept-2013.pdf Reply Van Yen Pham July 14 at 4:52 PM Thread 5 Hello Ms. Torres, I understand and will comply with your request. I know that while I can multitask by completing my work while having these debates, not all my colleagues will feel the same. In order to change my ways, I will take a more proactive role in catching myself before I start a political debate. For example, if I am having a benign, casual conversation with Jennifer and somewhere down the line we say something that could potentially cause a political debate -- I'll learn to adapt and nip it in the bud right then and there. \"The first step is to acknowledge that [workplace politics] is a distraction and stop it before it ruins [my] professional relationships or [my] ability to get the job done\" (as cited by White, 2017). Reference White, M.C. (2017, February 13). Politics is killing workplace productivity. Retrieved from http://time.com/money/4666057/politics-workplace-productivity/ Reply Jennifer Venegas July 16 at 5:21 PM Thread 6 Ms. Torres, I will adjust my behavior by taking everything that was said into consideration. If we are being fully asked to no longer participate in those conversations, then that is what we will have to do. Again, I am very sorry if it made anyone else feel uneasy or uncomfortable. From here on out, there will be no more political discussions between anyone at AdVice Corp. If there is, we understand the consequences that will follow. If someone attempts to begin a conversation of political topic, we will walk away and report the intention of the other party. Just as Lenio said, \"Rather than enter into a heated debate with people you’re going to have to see 56

tomorrow, the next day, and the day after the election, steer clear of these and other sensitive issues. They have no place in the office (Lenio, 2012). Reference Lenio, L. W. (2012, August 21). The Do's and Don'ts of Talking Politics in the Office. Retrieved July 16, 2017, from https://www.themuse.com/advice/the-dos-and-donts-of-talking-politics-in-the-office Reply 1 / 1 Reply to Thread 57

COM 306 - Organizational Communication & Conflict Management - Module 3 Company Conflict Assignment Assignment Instructions Something horrible has happened! A matter of grave urgency. A confidential legal document was posted to the company’s website by AdVice Corp’s marketing coordinator, Jonathan Schneider. Jonathan had not realized the document was confidential! He had confused it with a public company code of ethics document, which Josephine Hartman, Marketing Manager, had instructed he post. It was an innocent, albeit very careless mistake. The confidential legal document was accessible to the public for nearly two weeks (!) until the mistake was spotted by a new client. The confidential document detailed litigation currently underway between AdVice Corp and a former client. The former client sued AdVice Corp for failure to execute contractual demands, and Advice Corp's attorneys are disputing the charges. The new client, who spotted and read the confidential legal document, is now concerned about the integrity of AdVice Corp’s services. To make matters worse, AdVice Corp does not know how many other clients or prospective clients may have viewed the confidential legal document too. Here's where you enter the scene: You have been tasked with conceiving a company protocol for business document storage and management. There is clearly a lack of digital organization, separating client-specific confidential documents from non-confidential documents. AdVice Corp has only one shared IT storage drive, and all 250 employees can access it. There needs to be a system in place in which only the Executive Team, the Human Resources Department, and the Compliance Team can access client-specific confidential information. There needs to be a clearly-defined process for storing and accessing confidential documents. Your plan must include a new process for monitoring AdVice Corp website uploads to ensure posted material is acceptable for public viewing. Write a Communications Plan Write a communications plan that addresses the following areas: Identification of the problem Importance of fixing this problem New digital storage for documents New permission access protocol New process for website content review and maintenance Memo to staff, informing them of these changes This is your third Company Conflict Assignment, and will serve as Chapter 3 in your final communications plan. Note: This is an internal document for Executive Team and HR eyes only. This is not for company dissemination. Write a communications plan per the requirements listed above. Your plan should be between 600 and 800 words. Deliver the work in APA format for grading. 58

Carefully proofread your submission prior to uploading it to the Assignment Submission Folder in this module. 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 3 Assignment Submission Folder in this module by Sunday 11:59 p.m. CT. You will be penalized 5% for submitting your assignment late. Remember, the Communications Manager's purpose during a company's public relations conflict: To identify gaps in current processes. To propose solutions to improve these processes. To think strategically and proactively to best ensure similar mishaps do not occur. Group Areas: Group Work: 59

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COM 306 - Organizational Communication and Conflict Management - Module 4 Cultural Theory Cultural Theory: Theory Video COM 306 M4: Theory Video: The Cultural Approach Theory Readings Guide A second school of thought in Modern Organizational Theory is the Cultural Approach (Cultural Theory). The Cultural Theory offers a radically different set of conceptual tools with which to examine organizations and stands in stark contrast to the dominant functionalist perspective. Moreover, the Cultural Theory provides tools for managers that promote a more elastic, inclusive philosophy of work and organizational life. The Cultural Theory presents a different way to think about the relationship between communications and organizations. Cultural theorists view organizations as structures of meaning, which exist through the everyday symbolic acts of their employees. By studying communication phenomena such as stories, metaphors, and rituals, managers can develop rich understandings of the ways employees perceive and make sense of their organizational realities. This shift in thinking reflects a managerial conception of not just \"what\" is important to examine in organizations, but also \"who\" is important to examine in organizations. The Cultural Theory introduces the idea that managers should not study companies just to make people better employees, but also because people are interesting and complex communication phenomena in their own right. Seen from the cultural perspective, organizations are systems of beliefs, values, and taken-for-granted norms that guide everyday behavior. The lens of 'culture' enables managers to focus on the ways in which people communicatively construct systems of meaning that shape and embody these beliefs and values. 64

In other words, organizations do not exist independently from their employees. Rather, organizations are only real to the extent that their employees engage in various communication activities. 65

COM 306 - Organizational Communication and Conflict Management - Module 4 Conflict: Cost Cutting & Downsizing Video: Conflict Video COM 306 M4: Con ict Video: Cost Cutting and Downsizing Cost Cutting Conflict Readings Guide Two of the most dreaded words in business are \"cost-cutting\" and \"downsizing.\" To employees this (rightfully) indicates fewer resources and, even worse, job vulnerability. Let's start with cost-cutting. Employee benefits are typically first on the chopping block. These range from small cuts, such as eliminating wellness plans or professional development opportunities--to large cuts, such as pay reductions, forced furloughs, or halting 401(k) matches. Overall, it means trying to do more work with fewer means and incentives. Cost Cutting Communication Tips: Communicate early. Communicating cost-cutting early quashes rumors and gives employees more time to prepare to deal with the cuts. Don't assume employees are aware of why the company is cutting back. State information about the conditions affecting the company's health. If possible, gather employees together for a special meeting called specifically to discuss the cuts. For large-scale organizations, hold a video conferencing meeting in which employees can participate remotely. Make sure that employees know whom they can go to within the organization if they have questions. 66

Include a realistic touch of optimism in company messaging. Eventually, these cost-cutting measures will lead to the better good of the organization and its people. Downsizing Now let's look at that most heinous word of words...downsizing. It goes by many names, including \"layoffs,\" \"redundancies,\" \"firings,\" and even the euphemism \"rightsizing.\" But the meaning is the same: Certain employees within the organization will lose their jobs. Downsizing is the intentional reduction in the size of a workforce, typically to survive a downturn and improve efficiencies. A Communications Manager's role in downsizing is typically with the employees who survived the layoffs. In most cases, a Human Resource Manager communicates with those employees being laid off. In some cases, however, prior to the downsizing, a Communications Manager might be expected to write a company announcement, updating employees on current business challenges. Downsizing may be the trickiest conflict a Communications Manager has to work with. Communications Managers are charged with boosting employee morale, and this is a seemingly insurmountable task when there is fear and resentment in the air. Or is it? While there is no easy answer, there are best practices. Downsizing Communication Tips: Be cognizant of employee after-effects of downsizing. These may include: Distrust of management Lack of morale Missing their former coworkers Confusion about their role and responsibilities Fear of a second round of layoffs Stress due to increased workload Pessimism toward the company's future By being sensitive to these after-effects, a Communications Manager can strengthen the relationship between the remaining employees and management. Acknowledging and empathizing with their emotions is essential. By feeling understood, employees are more apt to take on a \"glass is half full\" mentality, and company morale will likely increase. Ways to demonstrate understanding during a downsizing: Communicate widely and often. Demonstrate that management values them. Keep employees apprised of organizational and market news. Create a feedback \"box,\" in which employees may anonymously supply their thoughts and questions. Start an employee e-newsletter to foster a sense of community and transparency. Hold quarterly employee appreciation events. What is a Communications Manager's purpose during cost-cutting and downsizing?To keep employees informed about upcoming cost-cutting measures and the financial health of the organization. To respect employees' challenges working with fewer resources and job security concerns. To preemptively supply answers to questions you anticipate employees will have under the circumstances. To consider employee appreciation opportunities to boost morale following a downsizing. 67

COM 306 - Organizational Communication and Conflict Management - Module 4 Employee Conflict Discussion Scenario: AdVice Corp has fallen into a rough patch. Despite the new lucrative Employee Conflict Icon sales contracts, company overhead costs and poor investments have hurt AdVice Corp's bottom line. Company leaders have determined that cost- cutting measures must take place to ensure the organization can deliver on its existing client services. One of the cost-cutting measures they have determined to take is to decrease paid vacation time across all employees, regardless of employment tenure or seniority. Since its founding, AdVice Corp has offered all employees, after three months of employment, two-weeks paid vacation annually. Now paid vacation time is being cut in half, and effective immediately, only one-week of vacation will be paid. Monika Lewis, Senior Data Analyst, is fuming. She has worked at AdVice Corp for seven years, and has reached a senior managerial role due, in part, to her hard work and company commitment. Monika is a positive, highly-skilled employee. She takes pride in her work, enjoys her job, and, until now, has always appreciated her employer. To Monika, this paid-vacation cut is like a slap in the face. For many months, Monika had been planning a two-week European vacation with her teenage daughter this summer. Their travel arrangements were made months ago, and Monika has been extremely happy and excited about this well-earned trip. Now she has learned that she will only be paid for one of the two weeks. How can she afford a week without pay? Monika is revved up, and she is being very vocal about her anger. She is demanding that the original policy be reinstated or else staff should strike. Her energy and fury are garnering momentum, and she has rallied nearly two dozen coworkers to her cause. Here's where you enter the scene. The company’s president, Thomas Wright, is concerned the employees might actually strike. Thomas has asked you to compose an email to all employees to quell their outrage and deter a potential strike. He has made it clear, however, that until business picks up, the reduced paid-vacation policy will stay intact. Your Assignment 1. This is your fourth Employee Conflict Assignment. Reflect upon your readings, video and/or audio to formulate your written reflection. 2. In the Module 4: Employee Conflict Discussion, write the email that the company president 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 Cultural Theory into your conflict management approach? 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. 68

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 4, 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 due Sunday at 11:59 p.m. CT. 69

Discussions List View Topic View Thread Settings Help Search Employee Conflict # Employee Conflict #4 Van Yen Pham posted Jul 23, 2017 1:13 PM Subscribe To: Staff Subject: Cost-Cutting Measures Dear Staff, I understand that tensions are running high this week at AdVice Corp. With our current overhead costs, our company must implement some cost-cutting measures. Until business picks up, the new paid-vacation policy will remain. While I empathize that many of us do not agree with the new policy, this is the best option given our circumstances. We understand that there is a lot of anger stemming from this new policy; however, we hope that you can see it from our perspective. I will be frank with you: layoffs were one of many cost-cutting measures on the table. Management has thought long and hard about cutting down labor costs without having to reduce the workforce (Richtel, 2008). We want to retain all of our employees as much as possible, which is why we believe the reduction in vacation time is worth the cut. Say we allowed our employees to retain and use their mandated two-week vacation time. They would have enjoyed a cruise, road trip, backpacking around the world and etc. Then they would come back to AdVice Corp enforcing layoffs – that would have been the ultimate betrayal. All of our employees – you are the blood that pumps into the heart of this company. Without you, there is no AdVice Corp. We all truly value each and every one of you, and the hard work you all have put in. These cuts will hurt at the moment, but we would much rather keep you than lose you. If you have any questions, please feel free to stop by my office. Thank you. Best regards, Van Pham AdVice Corp, Communications Director (555) 555-5555 [email protected] Clifford Geertz, founder of the Cultural Theory, viewed culture as a spider web of shared meaning, understanding, and beliefs, (Tharini, 2008). Pacanowsky states that in order to understand shared meanings within an organization; it is best illustrated through use of metaphors, narratives, and rituals (Ibid, 2008). I’m terrible at writing metaphors. This sentence in my email, ““you are the blood that pumps into the heart of this company. Without you, there is no AdVice Corp,” is some form of it. “Usage of such metaphors can easily illustrate the culture in an organization rather than try to explain it empirically” (Tharini, 2008). In other words, using metaphors is like using imagery in creative writing. You’re trying to paint the big picture in people’s minds because sometimes, people connect and understand better through pictures than words. 70

Association for Psychological Science states that when delivering bad news, the two most important factors are formal facts and fairness. “Using facts (i.e., providing adequate and reasonable explanations of the bad news) and fairness (i.e., treating employees with dignity and actively listening to their responses)” (Association for Psychological Science, 2016). I think that my email stands by these words because I didn’t talk down to the employees. I provided a clear picture – explanation if you will, as to why the reduction in vacation time is necessary. I don’t believe that I sugarcoated the situation, but I tried to remain truthful and tactful (Mediaplatform, n.d.). References Association for Psychological Science. (2016, July 5). Breaking bad news doesn’t have to be so bad. Retrieved from http://www.psychologicalscience.org/news/minds-business/breaking-bad-news- doesnt-have-to-be-so-bad.html#.WL2VZjvytPY Mediaplatform. (n.d.). How to deliver good news and bad news in the workplace. Retrieved from https://www.mediaplatform.com/2016/03/deliver-good-news- bad-news-workplace/ Richtel, M. (2008, Dec 21). More companies are cutting labor costs without layoffs. Retrieved from http://www.nytimes.com/2008/12/22/business/22layoffs.html?mcubz=1 Tharini, I. (2008, April 20). Cultural Theory (Geertz and Pacanowsky). Retrieved from http://thegraduand.blogspot.com/2008/04/cultural-theory-geertz-and- pacanowsky.html Ratings: 0 Reply to Thread 71

COM 306 - Organizational Communication & Conflict Management - Module 4 Team Conflict Scenario Scenario Well, it happened. AdVice Corp has downsized. 18 employees have lost their jobs and two dozen others have had their hours reduced. Two of the latter group are members of AdVice Corp's Customer Service Team, responsible for taking incoming calls and addressing client issues. Andrew Cadena, Customer Service Representative, and Jackie Baker, Customer Service Representative, were full-time employees, but the downsizing reduced them to part-timers. Not only is their income cut in half, but they are no longer eligible for health insurance through the company. They are expressing their unhappiness…loudly. Very loudly. Andrew is already covered under his wife’s health insurance, but he is utterly distraught over the drastically reduced income. How is he going to pay the bills? Jackie is distraught over the reduced income as well, but she’s especially panicked about losing her health insurance. She and her kids are all covered under her plan at AdVice Corp. How on earth can she afford health insurance on her own? Especially with a part-time income! It is a devastating time for Andrew and Jackie. They feel betrayed. The two of them have been expressing their emotions about the cuts openly and loudly in the office by means of scoffing, cynicism, sarcasm, and tangible negativity. Their coworkers feel for them, but the frequent emotional outbursts are distracting them from doing their work. Here's where you enter the scene. As Communications Director, you have been tasked with a very difficult, delicate assignment. Carolyn Murphy, Chief Operating Officer, has asked you to meet with Andrew and Jackie to discuss their verbal communications. They have met with HR, but Carolyn has asked you to step in due to your communications expertise. Andrew's and Jackie's palpable unhappiness is cultivating a gloomy, antagonistic environment, which has no place at the office. It is your job to listen to their feelings; define why the cuts had to occur; explain how deep negativity is inappropriate for the workplace; and assure them that the company values their presence in and contributions to the organization. You are also to mention that, when business picks up, that their full-time positions might open again. But if they continue spreading acrimonious words, then this will lead to disciplinary action. Discussion Directions for your Group: INSTRUCTIONS. 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 two Customer Service Representatives (Andrew and Jackie). Designate one classmate in your group to serve as Andrew, Customer Service Representative A (CSRA). Designate a second classmate in your group to serve as Jackie, Customer Service Representative B (CSRB). 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. (If you served as CD in the previous module's Team Conflict Assignment, play a different role this time.) In your Team's Discussion in this module complete the following: 72

Communications Director (CD): Express empathy about the switch in their full-time status to part-time. Describe why the switch had to happen. Choose your wording carefully. Remember, Andrew and Jackie are both volatile and vulnerable. You want the tone of the conversation to start on a gentle note. You post the first thread. This is THREAD 1. Customer Service Representative A (CSRA): State the reasons for your fear and frustration. But express them professionally. By being called out on your negativity, you (Andrew) are starting to get concerned you'll lose your job altogether. To demonstrate your value to the organization, describe two positive contributions you have made to the company. This is THREAD 2. Customer Service Representative B (CSRB): Now it's your turn. State the reasons for your fear and frustration. But express them professionally. By being called out on your negativity, you (Jackie) also are starting to get concerned you'll lose your job altogether. To demonstrate your value to the organization, describe two positive contributions you have made to the company. This is THREAD 3. Communications Director (CD): Acknowledge CSRA’s and CSRB’s achievements. Assure them that you and AdVice Corp leaders value their contributions. Discuss how it is important that they not express their discontent so often and so loudly. Forewarn them that if their negativity persists, the organization might take disciplinary action. Proceed to describe how, that if business picks up, it’s possible their full-time positions may reopen. This is THREAD 4. Customer Service Representative A (CSRA): Respond professionally to this. How will you adapt your behavior? This is THREAD 5. Customer Service Representative B (CSRB): Respond professionally to the CD’s statement as well. How will you adapt your behavior? This is THREAD 6. Team Postings are due by Wednesday at 11:59 p.m. Peer Feedback: What are your thoughts on this exchange? Do you feel this team conflict was resolved? Why or why not? Respond individually, not as a group. Your peer feedback is due Sunday at 11:59 p.m. 73

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COM 306 - Organizational Communication & Conflict Management - Module 4 Company Conflict Assignment Assignment Directions After the cost-cutting and downsizing, employee morale is at its ultimate Company Conflict icon low. Although the remaining employees are grateful they still have jobs, they wonder for how long. They miss their former coworkers. Their workloads have increased since they have taken on additional responsibilities. They have fewer resources to work with. Portions of their benefits packages were cut, and in some cases, they were moved from full- time to part-time positions. The atmosphere is bleak on the floor. Few people smile in the halls. Everyone seems tired and worried. Something has to be done. Here's where you enter the scene. Thomas Wright, AdVice Corp President, and Priscilla Walters, Director of Human Resources, have enlisted your help. They would like you to design, launch and announce an employee appreciation event. Their logic is that if AdVice Corp expresses appreciation of its employees (down to 220), this will boost morale. The details are as follows: From now forward, AdVice Corp will hold a quarterly appreciation event at their headquarters. At this quarterly event, which will be called \"Employee Appreciation Party,\" there will be refreshments, team building activities, employee recognition certificates, and an address of appreciation from the CEO, Darrel Robinson. The now infamously tricky part is that there is no budget--meaning, this recurring event cannot take on any expenses outside of travel costs and catering. Keeping these details in mind, Thomas and Priscilla want you to devise a format for the \"Employee Appreciation Party.\" What will the hours be? Will employees be expected to work that day as well? What will the activities consist of? What will the team building activities involve? Who will speak at the events? Will there be entertainment? Games? How will we recognize employees? And for what accomplishments? You must write a plan that outlines a format for the new \"Employee Appreciation Parties.\" It must include: The reason for launching this quarterly event The limitations and opportunities Audio/visual needs Catering needs Location, day-of-the-week, and hours Team building activities Other activities Speakers CEO's address of appreciation (ideas) Employee recognition The first \"Employee Appreciation Party\" schedule of events This is your fourth Company Conflict Assignment, and will serve as Chapter 4 in your final communications plan. 78

Note: This is an internal document for Executive Team and HR eyes only. This is not for company dissemination. Write a communications plan per the requirements listed above. Your plan should be between 600 and 800 words. Deliver the work in APA format for grading. Carefully proofread your submission prior to uploading it in Dropbox. Your instructor will deduct points for typos, misspelled words, slang, and poor grammar. Remember, you are a Communications Director. Upload your assignment to Module 4 Assignment Submission Folder in this module by Sunday 11:59 p.m. CST. You will be penalized 5% for submitting your assignment late. Remember, the Communications Manager's purpose during a company's downsizing: To provide information and clarity. To ensure clear channels of communication. To compose messages and propose initiatives to accomplish these goals. To think strategically and proactively to boost company morale. Group Areas: Group Work: 79

6WXGHQW 6DPSOH TO: Executive Team and HR FROM: Van Pham, Communications Director DATE: July 27, 2017 SUBJECT: Employee Appreciation Parties This Communications Plan serves to address the details pertaining to employee appreciation parties. Due to recent cost-cutting measures, employee morale is at an all-time low this year. These parties are a proactive response to increase employee morale. The events will be held quarterly and during the middle month of each quarter i.e. Q1 – January, February, March; Q2 – April, May, June; and so forth (investopedia.com). Our first Employee Appreciation Party will be held during Q3 and I propose a set date for Friday, September 15, 2017 at 12PM to 6PM. This date was chosen because it is the ideal weather to host this event. The dress code t is casual wear and it is recommended that employees wear closed-toe footwear preferably gym shoes. Even with recent cost-cutting measures, we have a very limited budget. I propose that we host this quarter’s event as a potluck luncheon in the company courtyard. A potluck provides employees a variety of choices versus the extra labor of narrowing down to one catering company that we hope most of our 220 employees will acquiesce to. Opponents may argue that the company courtyard as a venue would undermine the foundation of this employee appreciation party. The venue may be viewed negatively as if the company isn’t going above and beyond for our employees. However, I believe that the potluck and the venue allow us to save money. “Pretech Corporation, a concrete manufacturer, traded a $5,000 holiday 80

party for an employee-only barbecue lunch…which allowed it to save substantially” (Richtel, 2008). In other words, we have a bigger budget for other costs such as entertainment, music, equipment, and a reserve fund for future parties. Assuming that all 220 employees attend, there will be a total of 22 tables with ten people seated at each. The luncheon portion of the event should be no more than two hours. To save time, employees will add their name and what dish/item they are bringing in a company-shared Google Document prior to this event. By hosting a potluck, we will be able to hire a DJ where employees can request songs. At each table, employees will play an icebreaker called Two Truths and a Lie. Out of the three facts each employee gives, their colleagues have to guess which is the lie. Our CEO, Darrel Robinson, will provide his address of appreciation to our employees through a recorded video on a projector. It will show him in his suit from the chest up. He will apologize for not being able to attend this event today. He will thank all employees for making our company great and always exuding AdVice Corp’s values every day. Then he’ll start singing the current song played by the DJ and saying it is his favorite song. As he is saying this, the camera slowly zooms out and catches Darrel Robinson falling into a dunk tank. It’ll replay a slow-motion reel of the action and his reaction. The projector will be moved to demonstrate that our CEO is actually present. This will commence the team- building activities and exercises. There are over 25 games and these team-building activities are based on the game show called “Minute to Win It.” Each exercise has no more than four 81

teams per game. An example is called Movin’ On Up (Minute to Win It Gamers, 2014) where each player has a stack of 14 Solo cups, 13 red and one blue. The blue cup is at the bottom of the stack. Each player must move the blue cup to the top by individually taking the red cups from the top to the bottom. The player must complete this exercise within a minute and beat their opponents. Only one player from each team plays at a time. Teams can move on to the next game once all teammates have played. Another team building exercise is the Human Knot. Each team stands in a circle and using their left hand, they have to grab a colleague’s hand across from them. Then, repeating the process for their right hand. The goal of the exercise is to become untangled and return to a cirle, while holding hands without letting go. Employees will need to clearly communicate with their teammates to complete this exercise. Typically this exercise takes about 30 minutes or so to complete. As the event closes, each employee is rewarded with an AdVice Corp coupon of whatever day they would like to leave early (Quast, 2017). I have also attached a mock-up flyer as a visual. If you have any questions, feel free to contact me. Best regards, Van Pham AdVice Corp, Communications Director (555) 555-5555 [email protected] 82

References Minute to Win It Gamers. (2014, September 28). Minute to Win It: The 40 greatest games, greatest moments [Video file]. Retrieved from https://www.youtube.com/watch?v=7mhhU4Wbqi8 Quarter – Q1, Q2, Q3, Q4. (n.d.). Retrieved from http://www.investopedia.com/terms/q/quarter.asp Quast, L. (2017, February 27). 5 ways to celebrate employee appreciation day. Retrieved from https://www.forbes.com/sites/lisaquast/2017/02/27/5- ways-to-celebrate-employee-appreciation-day-friday-march- 3rd/#21a1b7bb2c7f Richtel, M. (2008, December 21). More companies are cutting labor costs without layoffs. Retrieved from http://www.nytimes.com/2008/12/22/business/22layoffs.html?mcubz=1 83

COM 306 - Organizational Communication and Conflict Management - Module 5 Situational Theory Video & Guide to the Readings: Theory Video COM 306 M5: Theory Video, Situational Theory Theory Readings Guide A third school of thought in Modern Organizational Theory is the Situational Approach (Situational Theory, which is also known as Contingency Theory). Situational Theory in management is an effort to move beyond a universal \"one size fits all\" perspective, and instead, answer the question: \"What makes a good leader?\" with \"It depends.\" The Situational Theory argues that contextual factors such as the structure of the task at hand, the power of the leader, and the size of the work group have a mediating effect on the leadership approach that different managers adopt. Thus, no single leadership style or trait will be effective across different situations. The most famous component of the Situational Theory is its contingency model of leadership. In this model, the effectiveness of an organization depends on two interacting factors: 1.) The personality of the manager, and 2.) the extent to which the leadership situation provides the manager with influence and lack of uncertainty. Leaders are measured along two dimensions: 1.) Managers who are relationship-oriented and strive to accomplish tasks through maintaining good relations with employees, and 2.) Managers who are task-oriented and prefer tangible evidence of their competence (i.e., completion of tasks). The contingency model portrays leadership as a psychological process rather than a social process, with a focus on manager personality types. 84

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COM 306 - Organizational Communication and Conflict Management - Module 5 Conflict: Mergers and Acquisitions Video & Guide to the Readings: Conflict Video COM 306 M5: Con ict Video, Mergers & Acquisitions Conflict Readings Guide Mergers and acquisitions (M&A) is a general term that refers to the consolidation of companies or assets. While there are several types of transactions classified under the notion of M&A, a merger means a combination of two companies to form a new company, while an acquisition is the purchase of one company by another in which no new company is formed. Put simply, a merger is the combination of two companies into one. In a merger, the boards of directors for two companies approve the combination. (Depending on the company type and size, boards may also require shareholder approval.) In some mergers, the branding of one of the companies stays intact, while the other is discontinued. In other mergers, there is a total re-branding effort, that markets the merged companies with a new look and feel. In an acquisition, the acquiring company obtains the majority stake in the acquired firm, which does not change its name or legal structure. In other words, in an acquisition, one company is taken over by the other. The general reasoning behind M&A is that two separate companies together create more value compared to performing on their own. With the objective of wealth maximization, companies keep evaluating different opportunities through the route of merger or acquisition. 86

Communications Managers have their work cut out for them during a merger or acquisition. Communication planning is tough because news of a merger or acquisition usually breaks fast. Details seem to change daily, and the truth is a moving target. Rumors spin and drama ensues as soon as employees sense that a big change is about to occur. In this frictional environment, messages can be misinterpreted, twisted, or exaggerated. Therefore, Communication Managers must plan their timing and messaging strategically...and carefully. Communications planning demands more care than it does during more stable, less stressful circumstances. Nearly every item of news that management communicates is taken seriously, examined closely for hidden meaning, and studied for subtext. This is why a well-crafted communication plan can help minimize employee anxiety. When crafting communications during a merger or acquisition, consider the questions employees will have on their minds. These questions likely include: Will I lose my job? Will our company relocate? Will I report to a different supervisor? Will my responsibilities change? Will our company brand change? Will our products or services change? What is the strategy behind this merger or acquisition? Will our benefits change? What is a Communications Manager's purpose during mergers and acquisitions? To supply information, guidance, and continuity during the transitional period. To anticipate employee questions and insecurities, and address them preemptively in early communications. To strategize about best methods and messaging. Crafting Questions 87

COM 306 - Organizational Communication and Conflict Management - Module 5 Employee Conflict Activity Scenario: Well, this is exciting, you think! You are attending your first Executive Employee Conflict Icon Board Meeting! In the room are Darrel Robinson, Chief Executive Officer; Thomas Wright, Company President; Rebecca Walsh, Chief Financial Officer; Carolyn Murphy, Chief Operating Officer; Daniel Cross, Chief Information Officer; Priscilla Walters, Director of HR; and Michael Grossman, Director of Sales. Clearly, something big is going on... Darrel and Thomas call the meeting to order. They break the news: AdVice Corp is merging with its competitor, Ad Appreciation, Inc.! The merged company will have a new name: AdVice Appreciation. This merger will help AdVice Corp get back on its feet, and Ad Appreciation, Inc. sees big advantages in growing their customer base through the merger. Naturally, there will be many, many changes. Here are a few of them: The merged company will relocate to a larger facility. The new location is only a few blocks away, in the heart of the city’s financial district. There will be a mass reorganization plan, which will identify new reporting hierarchies and reallocation of responsibilities. Starting immediately, the merger will take place over the period of six months. The Executive Team will make a brief announcement tomorrow. There will be a major re-branding campaign which will unveil a new logo and company mission. There will be a big PR event at a prestigious venue, which will host customers from both companies. There will be a significant communications piece, in which AdVice Corp employees are informed about the specific details of the merger. Here's where you enter the scene. You will write this detailed communications piece, supplying specifics about the merger to all AdVice Corp employees. First, however, you are charged with a preparatory assignment. The Executive Team has asked you to anticipate conflicts that the AdVice Corp employees might experience, once they learn of the merger. By having a carefully considered list of foreseeable conflicts, the Executive Team will be prepped for whatever employee problems arise as a result of this breaking news. [On a personal note, you are pleased to learn that Ad Appreciation, Inc. does not have a Communications Director, so your job is not at risk. Granted, that is, you continue your excellent work in company communications.] Your Assignment 1. This is your fifth Employee Conflict Assignment. Reflect upon your readings, video and/or audio to formulate your written reflection. 2. Your goal is to: Anticipate conflicts that employees might experience internally when they learn of the merger. Anticipate what emotions employees will feel upon receipt of the news. Anticipate worst-case scenarios (e.g., possible disruptive or unprofessional situations). Come up with ideas on how to preemptively deter such worst-case scenarios. 3. In the Module 5: Employee Conflict Discussion, write the list of possible conflicts that the Executive Team has tasked you with. Include ideas for how AdVice Corp may stave off such conflicts. After your 88

list and ideas, addressing the students in this class, include an explanation of your logic for your conflict management approach. 4. How might you apply the Situational Theory into your conflict management approach? 5. 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. 6. 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. 7. Include a minimum of two credible references to support your logic. Deliver the work in APA format for grading. 8. Your post is due Week 5, Wednesday at 11:59 p.m. CT. 9. Peer Feedback: Respond to a minimum of two classmates' posts. Offer feedback on their list and ideas. How do you think their list and ideas are insightful? Peer feedback due Sunday at 11:59 p.m. CT. 89

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COM 306 - Organizational Communication & Conflict Management - Module 5 Team Conflict Scenario Scenario The news is out! It's Tuesday, and the Executive Team has made a brief announcement, informing employees of the merger. The official announcement, which you will be writing, will be released on Friday. While some employees are taking news of the merger well, excited about the company’s growth (!), other employees are apprehensive and disgruntled. Two teams comprise AdVice Corp's Accounting Department, and they are both peeved. The Accounts Payable (AP) Team and the Accounts Receivable (AR) Team have united to form an underground “stop the merger” campaign. The two teams have worked hard, you see, over a period of seven months to design a detailed accounting process and implement a customized database. After much time and labor, this database is finally in place and operating successfully. The problem is that the customized database only takes into account AdVice Corp's existing clients, vendors, contractors, and employees. And it only aligns with the newly designed process. Merging with another company will disrupt the entire process and deem the new database null and void. In other words, seven months of hard work will have been a complete waste. Not to mention that Ad Appreciation's Accounting Teams will have their own ways of doing things too. Although they are trying to remain anonymous, it's clear that the AP and AR teams are the ones behind the \"stop the merger\" campaign. They have created flyers and met with other AdVice Corp employees outside of work to try to rally them to the effort. Although the Executive Team knows the \"stop the merger\" effort will be fruitless, it is still an annoyance. And surprisingly, the campaign seems to be gaining a little traction outside of the Accounting Department. This campaign must be nipped in the bud before it creates a real problem. Here's where you enter the scene. Priscilla Walters, Director of Human Resources, calls you into her office to discuss this nuisance. Although the HR Team is meeting formally with the AP and AR employees, she would like you to hold an informal meeting with both teams in an attempt to relate to them on a \"ground level.\" The purpose will be to discuss communication and cooperation. Your objective is to connect with both teams by exhibiting empathy, discussing the meaning of professionalism, and outlining the stone-cold facts. The fact is that the merger is happening. The paperwork is signed, the deal is done. Communicate to the AP and AR teams that AdVice Corp--or rather, AdVice Appreciation--needs their cooperation to keep business running smoothly. Your ultimate goal in this meeting is to sell the accounting teams on the merger, and likewise extinguish the \"stop the merger\" campaign. Group Discussion Instructions 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 role, there will be one Accounts Payable Manager (APM) and one Accounts Receivable Manager (ARM), both representing their respective teams. INSTRUCTIONS.Designate one classmate in your group to serve as Accounts Payable Manager (APM). Designate a second classmate in your group to serve as Accounts Receivable Manager (ARM). The third classmate in your group will serve as the Communications Director (CD). Note: If you have four classmates in 91

your group, the fourth individual may join the CD, acting as one person. (If you served as CD in the previous module's Team Conflict Assignment, play a different role this time.) In your Team's Discussion in this module complete the following: Communications Director (CD): Explain the purpose of this meeting. How is their campaign damaging the organization as a whole? Explain how the merger is already done. Invite APM and ARM to speak their minds. This is THREAD 1. Accounts Payable Manager (APM): State two strong complaints about the merger as it impacts the Accounting Department. Explain why you think the merger is a bad idea. This is THREAD 2. Accounts Receivable Manager (ARM): Now, it's your turn. State two (different) strong complaints about the merger as it impacts the Accounting Department. Explain why you think the merger is a bad idea. This is THREAD 3. Communicators Director (CD): Address their complaints. Express empathy, but also be firm. Explain how change is imminent in business, and that employees are expected to adapt. Now sell them on the advantages of the merger. This is THREAD 4. Accounts Payable Manager (APM): What is your response to CD's comments? Decide to discontinue the \"stop the merger\" campaign. State ways that you will try to be more adaptive. This is THREAD 5. Accounts Receivable Manager (ARM): Similarly, what is your response to CD's comments? Decide as well to discontinue the \"stop the merger\" campaign. State ways that you will try to be more adaptive. This is THREAD 6. Team Postings are due by Wednesday 11:59 p.m. Peer Feedback: What do you think of the CD's communications approach, and what are your thoughts on the APM's and ARM's responses? Do you feel this team conflict was resolved? Why or why not? Respond individually, not as a group. Your peer feedback is due Sunday at 11:59 p.m. CT. 92

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COM 306 - Organizational Communication & Conflict Management - Module 5 Company Conflict Assignment Assignment Instructions: As you know, the Executive Team has charged you with writing a Company Conflict icon communications piece to all AdVice Corp (soon to be AdVice Appreciation) employees, announcing the first round of organizational changes in preparation for the merger. The Executive Team has given you a list of facts, and it is your job to turn these facts into an official, coherent announcement for all employees. These are the facts that the Executive Team wants you to communicate: New company name is AdVice Appreciation. New name will take effect June 1, which is the day of the official office relocation. New office just two blocks away, 140 West Jackson Blvd. AdVice Corp employees will be able to tour the new office facilities in May. There will be a new logo, new tagline, new templates, new signage, new business cards. AdVice Corp's Marketing Communications Department and Ad Appreciation's Marketing Department will collaborate on a new branding plan. The newly consolidated Operations Department will now break up again. \"Compliance\" will no longer be part of \"Operations.\" Instead, \"Compliance\" will merge into Ad Appreciation's existing Legal Department. AdVice Corp's Operations Department will merge with Ad Appreciation's Operations and Administration Department. For the first year of operations as AdVice Appreciation, both companies' CEOs, Darrel Robinson and Ad Appreciation's CEO, Chantal Durand, will work together as co-CEOs. This is for an interim period as the combined Executive Team determine executive structure. For the first year of operations as AdVice Appreciation, AdVice Corp's President, Thomas Wright, will move into the new role of Chief Strategist. Ad Appreciation's President, Raju Singh, will continue acting as president over the new organization. All move-related questions should be directed to HR Specialist, Danny Howell. All reporting-and-task-related questions should be directed to employees' respective supervisors. Human Resources will hold weekly meeting updates. Employee cooperation during this transition is expected and appreciated. Here's where you enter the scene. It is your task to write an announcement that incorporates all of the points detailed above. This is your fifth Company Conflict Assignment, and will serve as Chapter 5 in your final communications plan. Note: This is an external document that all company employees will read. Write a company announcement per the requirements outlined above. Your announcement (which also serves as a chapter in your plan) should be between 600 and 800 words. Deliver the work in APA format for grading. Carefully proofread your reflection. Your instructor will deduct points for typos, misspelled words, slang, and poor grammar. Remember, you are a Communications Director. Write professionally. Imagine that your plan will be reviewed by company leaders. 95

Upload your assignment to Module 5 Assignment Submission Folder in this module by Sunday at 11:59 p.m. CT. You will be penalized 5% for submitting your assignment late. Remember, the Communications Manager's purpose during a merger: To foster collaboration, flexibility, and cohesion between both companies' employees. To supply regular updates on merger news and developments. To help operations run smoothly during ownership modification through clear, informative communications. Group Areas: Group Work: 96

Student Sample Dear Staff, I am pleased to announce that our company, AdVice Corp, will be merging with a fellow competitor, Ad Appreciation Inc. We have decided to move forward with this merger because of synergy – by combining our businesses together, performance will increase and costs will decrease (Renaud, 2017). As a market extension merger, we can get access to a bigger market and a bigger client base (Minority Business Development Agency, 2012). I’m sure that many of us are questioning what exactly this merger entails. First things first: our new company name, AdVice Appreciation, is effective on st June 1 , 2018. This date also marks the official relocation of our offices to 140 West Jackson Boulevard. We will have an opportunity to tour the new office facility in May. This merge requires a complete rebranding of our company, which means a new logo, tagline, templates, signage, and business cards. To achieve a successful branding plan, the best approach is to “pick one culture as the host culture and merge the other culture into it” (Bradt, 2015). “The success of a merger or acquisition begins with aligning the business strategy with the brand strategy. This means establishing a deep understanding of why the merger or acquisitions makes financial sense for both companies, and building a related framework for a story that resonates with all key internal and external stakeholders” (DeSantis Breindel, n.d.). Our Marketing Communications Department will be combined with Ad Appreciation’s Marketing Department to take on this endeavor. Per our restructuring a few months ago, our Compliance Department was absorbed by our Operations Department. The Compliance Department “ensures that an institution complies with applicable laws, regulations, and rules. It also helps to preserve 97

the integrity and reputation of the institution” (Dye, n.d.). Considering these responsibilities, it makes sense for Compliance to break away from Operations and merge with Ad Appreciation’s existing Legal Department. That said, our Operations Department will be merging with Ad Appreciation’s Operations and Administration Department. There will be many changes to our Executive Team as our first year as AdVice Appreciation draws closer. Our CEO, Darrel Robinson, and Ad Appreciation’s CEO, Chantal Durand, will be sharing their responsibilities as co-CEOs. Our company president, Thomas Wright, will move into his new role as Chief Strategist. Raju Singh, current president of Ad Appreciation, will become the acting president of AdVice Appreciation. This management structure is only for an interim period during our first year until the combined Executive Team establishes a more permanent executive structure. Our role responsibilities and reporting structure remains the same. Any questions under this category should be directed to your respective supervisors. Priscilla Walters from Human Resources will be holding weekly meetings. These meetings will routinely provide information about the merger; any changes or obstacles that may arise; and employees will have the opportunity to share their comments and concerns. “Having the necessary skill sets to effectively manage the integration (e.g., knowledge in employee relations, communications, change management and legal requirements) should gain the confidence of senior management in HR. Competency in these areas also should enable HR professionals to handle the complicated process of managing human resources during mergers and acquisitions” (Society for Human Resource Management, 2016). 98