ORGANISATIONAL COMMUNICATION CASE STUDY 1

Case Study 1 for Organizational Communication

Organizational Communication Order Description

1st Case Study

Your comprehension of the many academic perspectives on internal communications and cultural organizational change will be put to the test in the subsequent exercise. Before you begin the analysis of this case study, read chapters 4 and 13 of “Key Issues in Organizational Communication” (Tourish and Hargie, 2004) and 6 of “Images of Organization” (Morgan, 1997).

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Analysis and suggestions for solutions to the problems raised in the case should be based on a combination of your prior knowledge and scholarly literature. You should approach your actions with an ethical mindset and draw attention to any latent moral challenges or conundrums that you believe will result from them. You must begin working on this case no later than teaching week five because it will take about a week to create a proper response for each of the questions.

Introduction

Scottish & Newcastle (S&N), a British brewery with operations in 15 countries and a UK headquarters, was acquired by Heineken and Carlsberg in 2014. The operations and financial position of S&N were thoroughly examined prior to the acquisition. The potential of S&N Productions thrilled the new owners, but they also saw several areas that required work.

Along with fixing the operation’s technical problems, the new owners felt it was crucial to match the organizational culture of S&N’s personnel with Heineken and Carlsberg’s and Carlsberg’s goal and vision. But because these two businesses have different organizational cultures, the original idea of an alignment would be much more difficult than they anticipated.

Finally, they came up with a solution: Heineken will oversee the process of aligning the workforce producing beer, and Carlsberg will carry out its alignment strategy for the workforce producing cider. The new owners believed there was very little likelihood of miscommunication or confused messages because S&N had plants or facilities primarily devoted to producing each of the goods (beer and cider).
Your duty

As a senior communication expert who has spent many years working for Heineken, you are given the duty of managing the team that will create and carry out the strategy that will enable that cultural re-alignment. The primary objective of the “inception” plan is to assist in the process of rationalizing and reviewing all non-contractual benefits and perquisites that the company’s employees get each year.

Three factors make it necessary to assess non-contractual benefits:

a) Although Heineken and Carlsberg are not the top two breweries in the world, S&N is now breaking even. In order to increase their ability to compete on price, it is crucial to find every opportunity to save money and/or cut waste.

b) The CEOs of Heineken and Carlsberg have guaranteed shareholders a return on their investment within two years.

c) They also guaranteed that S&N would contribute to dividend payments in three years.

You have the authority to revoke, evaluate, or alter non-contractual benefits, suggest changes to current contractual agreements, and negotiate with labor unions and attorneys in order to carry out your objective. Additionally, you have the authority to create and employ any communication plan and tactic (activity) you deem necessary. Additionally, you have been named the previous S&N’s personnel team’s leader.

As S&N once had many breweries abroad (in Russia, Ukraine, Latvia, and Estonia) in addition to the one in Edinburgh, you currently find yourself back at the drawing board considering where to start. You have decided that it would be a good idea to obtain a list of all the non-contractual perks for each country during your first video conference with all the heads of human resources in each country.

You have chosen to focus on a particular benefit or scheme after carefully reviewing each and every list. It is the most expensive of them all and is accessible to all employees, regardless of where they are employed. Every employee is entitled to submit a rapid loan application once per month. Filling out the application form is quite simple. The employee merely needs to specify the goal and the required sum of money. The application is taken into consideration by staff and approved provided that:

a) The worker has money in a personal account. The company has agreed to donate 50% of what each employee has saved each month, thus employees are encouraged to save/deposit as much money as they can.

b) The loan will be used to either purchase an asset for their families (such as a TV set, computer, car, or property acquisition) or to renovate existing properties (such as a house or apartment). The personnel department does not request the applicant to produce documentation that demonstrates how they will spend the money because the employees view the money placed as their own. S&N employs 300 people in total; each brewery serves as a sort of family to the staff, who rely on them to confirm how each application used the monies provided to them.

The plan is quite generous. This program is unique and noteworthy because Heineken does not provide anything comparable to its employees. It demonstrates the company’s dedication to the welfare of employee families. On the other side, a significant amount of investment is required. As an illustration, 30 percent of 300 S&N employees acquired a loan in the previous six months. Heineken is forced to commit money that may be used to fulfill its obligations to shareholders due to the rising trend of approvals.

Questions

Which of the following steps/courses of action are you going to take, then? (Select only one)

a) Discontinue the program and inform the staff of your decision once it has been made.

b) Review the program to make obtaining a loan more challenging. Once a decision has been reached, inform your staff later on.

c) Let the staff know you’re thinking about cancelling or revising the program. Before implementing either of these two alternative options, wait for their feedback indicating whether or not they approve or disagree with them.

d) None of the aforementioned (you must propose a different path of action)

1.1) Describe the relationship between your plan of action and any of the strategies covered in chapters 4 and 13 of Tourish and Hargie (2004) and 6 of Morgan (1997).

2) Create potential activities and communication strategies (+) that will help you accomplish your goal (Q1) by using the concepts backed by one of the techniques or a mix of approaches (*).

(*) Specify which concepts from which approaches you have combined in your argument if you are thinking about doing so.

(+) Think about Clampitt’s article from 1996.

3) LEtang (2006, p. 405) asserts that moral theories or frameworks can be utilized to assess circumstances or human behavior. Which of the two frameworks—utilitarian or deontological—is pertinent to comprehending, outlining, or defending the path of action you propose?

4) What are the flaws or disadvantages in the strategy you suggest?

 

 

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