Weymouth sign the communication that will be going out. August 12, at 3: The underline theme and its explanation are given in the exhibit 1. We are now seeing the results of these actions worldwide. Therefore I will recommend the following strategy with time lag to communicate the good and bad news to employees and to curb the rumors in the media.
Since this is such a crucial time for the steel corporation, it may be a good idea to have Mr. It also puts an end to gossip and the spreading of false information and it allows opportunity for management to clarify what has been articulated.
I think it creates a division us versus them with one group feeling superior. I would prefer to address both salaried and hourly workers at the same time. The good news is that the company management has decided to increase the salary and benefits of almost all the salaried employees regardless of their grades while on the other hand the bad news because of the long time slump in the steel industrythe management has decided to go for downsizing of the salaried workforce.
In communicating the changes that must be made at Weymouth, I am asking you to consider all parties involved including, our employees, customers, funders, stakeholders, and target market. For example, is the reason for two separate publications because salaried employees are privileged to information hourly are not, or could it be that the hourly are not educated enough to understand the salaried articles?
I am aware of how this was done in the past by personnel bulletins and through two separate publications — the Metal News for salaried employees, and the Open Hearth for hourly employees.
I think they both should be privileged to the good and bad news with an in-depth explanation as to why salaried was given raises and other benefits as well as why many of them would lose their jobs. But once the management will speak out the downsizing news to its employees, the challenge to reduce the arising stress will be higher.
That is why I am voicing my view for a more humanistic approach to management which includes how we communicate with one another. The chairman of the board Carl Weymouth and the management realized the sensitivity of the task, however, if the management is able to inspire its workforce with a new vision and hope for future success; this dilemma can easily work as a catalyst for company growth.
Weymouth is already experiencing this from companies overseas. Since it has already been agreed upon that this move has to happen, my confusion and need for clarification lies in the means in which the information of the pending layoff will be related to these workers. A vision is a crucial underpinning for change and management should repeat it again and again to get it absorbed In the case of our employees, I question the use of two separate publications.
We need to keep in mind that some of the workers will be let go and we have to cultivate the moral of those who will be remaining. How we relate information to each of them could be detrimental to our relationship. He has, as always, practiced good judgment in his involvement with the agency by telling what needs to be done, consulting us about giving too much information about intricacies of the program, joining with Bernstein by agreeing that one letter was enough, and selling his new approach to the audience soon to be communicated in a letter.
They will be able to hear, understand, and adjust where needed. I have heard murmurings about America being in the state it is in because we have sold out to other countries through outsourcing, inferior products, and a lack of care for people in general.
I personally do not feel something of this magnitude should initially be shared via email, bulletins, or through news publications.
If we do not help our own, we will be swallowed up by the competition. But firstly the new changed vision of the company should be:Assignment Help >> Case Study. Case study - Weymouth Steel Corporation. Questions - 1. What key audiences need to be addressed in Weymouth's communication of good and bad news?
CASE – WEYMOUTH STEEL CORPORATION STUDY QUESTION 1. The key audiences need to be addressed in Weymouth’s communication of good news are “receiving salary increases and improved benefits. Provsion for retirement, vacations, medical and dental care, life insurance, and stock ownership were liberalized or improved in a variety of ways”, and Weymouth’s communication of bad news %(1).
Please post memo 2 (Weymouth) here by commenting to this post. Thanks! Donna Posted by Donna at A reappraisal of the traditional approaches to employee communication will need to be addressed.
there are two key audiences for both the good and bad news: its employees and the media. People invited to a presentation do not need a Prezi account; Transcript of Weymouth Steel Corporation.
Audience Analysis Important Audiences Conclusion Special Communications Key Questions PROBLEM Good and bad news to share with salaried employees As many as 2, positions might be affected (*). Study the case, “Weymouth Steel Corporation” on pages of the text Management Communication: Principles and Practice (3rd Edition).
What key audiences need to be addressed in Weymouth’s communication of good and bad news? Communicating climate change to mass public audiences Working Document September 1 the perceived threat or challenge to one’s sense of identity (as a good, moral person).
In the latter case, behaviours may be left untouched (whether driving If the two are not addressed concurrently, fear of loss may be ‘split off’ and.Download