Business Communication Case Study Report

2028 WordsAug 21, 20139 Pages
106 Ballance Street Wellington (09) 489 6339 ext 679 jkwintle@gmail.com 26 August 2013 Les Dewitt Chief Executive Officer EarthPrime Incorporated Wellington Dear Mr Dewitt: RE: EarthPrime Communications Report Following the request from Les Dewitt for analysis regarding the issues of communication present within the EarthPrime organisation, this report has been created to identify areas of concern, and to suggest possible courses of action to improve the current situation. If there is anything you wish to discuss or if I can be of assistance, please do not hesitate to contact me on extension 679, or email me at j.wintle@earthprime.co.nz. Kind Regards, Justin Wintle Communications Manager EarthPrime Incorporated…show more content…
A significant proportion of those surveyed “categorize the corporate plan as of little relevance to their jobs”. Clear channels of downwards communication are fundamental in the management of employees. In stopping the company newsletter, one source of information about other departments and the company as a whole was removed. 2.2 Lack of Upwards and Lateral Communication Another issue is the need for further communication from employees to management. Upward communication channels are defined by (Eunson, 2008) as channels that allow the passage of information necessary to run an organisation to be collected by those in the upper levels of an organisation. Eunson describes lateral communication as “communication that takes place primarily at one level of the organisation”. EarthPrime could benefit from increased communication between lower level employees of different departments, and also between lower level employees and management. Upward communication is especially important as feedback is the best way to gain insight into how teams or employees are progressing. “Particularly in situations of strategic renewal and change, formal leaders need to learn about how their effects are proceeding through a process of mutual engagement with employees” (Spector, 2013). The Emblem report states that 66% of staff outside head office believe decisions which affect their
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