6BU021: The Business Communicator
6BU021: The Business Communicator
Student Number:
Word Count: 3041
Table of Content:
TOC o "1-3" h z u Introduction: PAGEREF _Toc121405971 h 3Stakeholder Theory: PAGEREF _Toc121405972 h 4-7
Managing reputation and corporate communications: PAGEREF _Toc121405973 h 8-11
Internal communications: PAGEREF _Toc121405974 h 12-14
Conclusion: PAGEREF _Toc121405975 h 15-16
References: PAGEREF _Toc121405976 h 17-19
Appendices: PAGEREF _Toc121405977 h 20-26
Introduction:Throughout this portfolio, I will examine my progression, knowledge, and skills development in the following topics:
Stakeholder Theory
Managing reputations and corporate communications
Internal communications
I have chosen to focus on these key areas in particular because through my experiences at xx, I have been able to utilise theories and reflect on my communication skills. Furthermore, within this portfolio I will share recommendations which will elevate the current communication methods implemented at xxx. I have the ability to now achieve this due to my self-development and the learning I have gained whilst studying this module.
Stakeholder Theory:The first topic I have chosen to reflect on is stakeholders. Within this section, I will examine various theories around this concept and how to communicate with stakeholders based on their power and interests in my workplace.
The Stakeholder Theory originated from Freeman (1984). This concept is widely used in many organisations as Freeman argues stakeholder theory creates value and trade for everyone involved in the business, rather than shareholders primary focus on profitability. This means taking into consideration the actions of everyone, as this impacts organisational financial stability and overall reputations.
The stakeholder theory is divided into three categories:
Instrumental: This stakeholder theory identifies connections, or lack of connections between management and corporate objectives such as profitability and the growth of the firm (Valentinov and Hajdu, 2021). Instrumental theory furthermore aims to develop relationships governed by fairness, trustworthiness and loyalty (Jones, 2018) cited in Mashigo (2020).
Descriptive: This stakeholder theory concentrates on organisational operations. It describes what a corporation is (Valentinov and Hajdu, 2021) through hierarchical positions, expected roles and responsibilities.
Normative: This theory is aimed at creating a positive workplace by providing moral and ethical stakeholder guidelines, which are set in company regulations. According to Donaldson and Preston (1995) cited in Valentinov and Hajdu (2021), the normative theory focuses on individuals and groups with legitimate interests in procedural and/or substantive aspects of corporate activity. To exemplify company behaviours, contracts, and equal rights.
Due to Freemans Stakeholder Theory, I was able to reflect upon this at xx:
Instrumental: The corporate objective at xx focuses on the customer and their needs. By offering innovative solutions and expert advice to all, xx aim to make customers feel impressed with the service. As a result of doing this, financial objectives are established amongst the management team, and methods for strategic growth are implemented.
Descriptive: xxx is the xxx thus, showing what the company stands for. The hierarchical structure below further demonstrates how employee responsibilities support the operations at.
This hierarchical structure at xxx shows Managing Directors at the top and subordinates underneath. The accounts and sales team have direct access to the MD, and the production team have additional support through xx. Due to this flat structure, communication flow is effective, and support is provided for all to achieve.
Normative: A positive work environment is created at xx due to the flat hierarchical structure allowing two-way communication between managing directors and departmental teams. Factors such as employee contracts and company polices/procedures are discussed through the open-door policy implemented at xx. This approach is also used when communicating with external stakeholders, suppliers, customers, and the local community.
By researching further into Freeman stakeholder theory, I understand that all stakeholders within an organisation add value to the overall success. However, the input-output model (See Appendix 1) suggests that organisational power should remain in the centre and stakeholders inputs surround. This helps to create value output for customers as they are the main beneficiaries, whilst other stakeholders are solely dependent on the organisation for financial rewards, thus meaning communication with these is strictly monetary driven.
To reflect upon the input-output model, it is clear the team at xxx prioritise the needs of customers, however this is not at the expense of other key stakeholders as their involvement greatly contributes to organisational value and reputations. Instead, the stakeholder model of strategic management (See Appendix 2) is adopted at xx, and thus is evident through mutual dependencies beyond financial gain and more towards social and environmental responsibilities (Cornelissen, 2020).
The benefit of fulfilling all stakeholder needs, rather than purely focusing on shareholder profits is explained by Smith (2003) cited in Roper (2012, p.30)- shareholder vs stakeholder presentations. Smith argues a stakeholder-centric policy is more beneficial in the long-term as company values align with customers directly, rather than underlying financial motives proposed by shareholders.
Due to the variety of stakeholders in organisations such as xx, communication with these groups differ. According to Mitchell et al., (1997) cited in Wojenwnik-Filipkowska et al., (2021) stakeholder classification is based on power, legitimacy and urgency. This is supported by Gledhill (2010, pp:12-13) who argued employee power status impacts communications and engagement levels. For example, someone who has personal power is successful in employment due to their energy, attractiveness, and charisma. By gaining a deeper understanding into stakeholder power and influential abilities, organisations use Mendelows Matrix.
2419350211455Level of interest
00Level of interest
-9239253687445Level of power
00Level of power
Below illustrates Mendelows Matrix in reflection to my personal experience working within the manufacturing industry:
Minimal Effort:
Volunteers- (secondary school students joining for work experience opportunities)
Donators- (of materials/ machinery which is no longer used)
These stakeholders have low power and low interest towards xx, therefore minimal effort is needed when communicating organisational updates/changes. Keep Informed:
Local community- (they will want to be kept updated with local signage projects in the area)
Local activist groups- (those who are concerned with waste disposal/ environmental impact have high interest in Signs Now, but low power)
Competitors- (Hardy Signs, Signs Express etc will want to ensure they are able to compete with any new product developments/ services offered by xx
Those who must be informed have low power but high interest in xx. This means as an organisation, we must show consideration towards this group, however they have minimal impact in implementing change.
Keep satisfied:
Media and press- (this stakeholder group has the ability to make or break company reputations, therefore it is important to keep these satisfied)
Local council- (similarly to the media and press, the local council has the power to reinforce standards and requirements xx must adhere too)
Government- (due to Governmental power, it is vital xx follow instructions and communicate necessary information with these)
These stakeholders have high power but low interest in xx. Due to this position, it is paramount their needs are met. Key Players:
Customers- (effective communication with customers is the priority for xx as this leads to fulfilment of objectives. Without this, the company has no strategic direction)
Managing Directors- (xx have power and interest to alter processes at xx and implement change at any given point)
Suppliers- (communication must be efficient and effective with suppliers as they have the power to increase prices or cut supplies if they feel they are not involved in organisation communications)
Employees- (every employee has a significant role in the operations at xx, therefore, to retain key players, communication and engagement must be at the forefront of the business)
Key players at xxx must be actively engaged with and communication channels need to be effective.
After analysing the positions of the stakeholders in my workplace, it is vital the content and delivery is effective with key players. Therefore, when I communicate, I use my skills to enable:
Direct, clear, and concise communication
Feedback opportunities to ensure understanding
Positive body language (good eye contact, open palms, and upright/open posture)
It is important to communicate in this manner because key players have the most power and interest within xx. If communication with these groups was ineffective, there would be financial implications and a lack of strategic direction, which in turn negatively impacts the reputation of the company.
To further encourage interactions between xxx stakeholders, I would suggest continuing to communicate with the media and local council (kept satisfied segment). This is because going that extra mile (possibly sending Christmas cards/emails) to stand out in a competitive market would only benefit communications and the company reputation.
Managing Reputations and Corporate Communications:Managing reputations and communications is pivotal to the successes or failures of any organisation. Organisations core reputation stems from the feeling or belief given to external audiences. According to Komisarjevsky (2012), managing reputations consists of two perspectives:
Every individual owns their reputation. We are responsible for the views people have created on us and in everyday life, we consciously shape this.
Reputation has an exchange value; we are able to attract business, attention, and support from those around us, or repel this.
Thus, explaining why reputations are our most treasured and powerful asset (Komisarjevsky, 2012). In order to achieve a successful reputation, Komisarjevsky (2012) further argues there are three critical factors (See Appendix 3); trust, character, and communication. Throughout this report, we will examine how to obtain these in greater detail.
To gain trust, character and communication, it is essential to build a positive work environment. According to Davies (2011) reputation starts with the CEO of organisations, as their ability to foster good leadership skills which inspire and motivate employees personifies the overall reputation of any company. If employees are engaged, customers see their enthusiasm, and this encourages sales as emotional attraction has been formed. As a result of this, positive word-of-mouth enables organisational growth and profitability.
Moreover, Vincent (2009, p.35) noted the key aspects required to build a positive reputation include:
Corporate personality (what the organisation does and their values)
Corporate identity mix (attributes such as visual identity cues, behaviours, and controllable communications)
How external markets perceive the organisation via uncontrollable communications (word-of mouth recommendations and media coverage)
How stakeholders perceive the above factors in light of their own expectations and attitudes (interpretation)
By focusing on the corporate personality during class activities, I discovered that Microsoft aim to empower people and every organisation on the planet to achieve more (Microsoft, 2022), through technological goods and services. This mission highlights their philanthropic behaviours which resonate with customers and has led to their brand becoming one of the most valuable ($611,460 million- Kantar, 2022). To reflect, Microsoft have developed a positive corporate reputation as customer expectations, attitudes and feelings correspond with the underlying realities of the company (Topalian, 1984, p.44) cited in Van Riel and Fombrun (2007).
To build upon this, Vincent (2009, p.103) explained the importance of developing a corporate identity through visual cues, which include company layout, offices, colours, and logos. During a group lecture, I was able to reflect on the reputation of Gymshark. By paying particular attention to their visual identity, the headquarters in Birmingham reflect their mission to unite the conditioning community (Gymshark, 2022). This is depicted through the open and collaborative spaces in the office which enable adaptable and effective communication between employees from different functional teams (Francis, 2018).
According to Balmer and Soenen (1999) there are five type of identities present in any organisation. The ACID model shown below demonstrates this:
Actual identity- The reality of the organisation (the products/services offered).
Communicated identity- This is what the marketing team for any organisations allow the external public to see (controllable). In contrary, uncontrollable communications are rumours/ reviews of what people think and feel towards an organisation.
Conceived identity- This represents stakeholder perceptions of the organisation.
Ideal identity: This highlights the best version of the organisation.
Desired identity: This conveys what the company wants to be perceived as.
By learning about this model, I have used it to reflect on my experiences at xx.
ACID model developed by Balmer and Soenen (1999) ACID model in relation to xxx
Actual identity Xx specialise in the manufacturing and installation of high-quality signage across the UK. The variety of signs available in the product portfolio ensures there is solution for all business types. xxx has a very successful team who work collaboratively to fulfil the company mission, to impress our customer.
Communicated As the current Marketing Consultant, I ensure the messages I post via social media and on the company website reflect the positive images xxx aim to convey. I share successful signage stories and showcase customer testimonials to boost engagement and encourage enquiries (controllable marketing). The uncontrollable marketing is depicted through customer feedback/reviews on our services.
Conceived identity
xxx is highly respected by stakeholders within the signage industry. This is because their needs are met, and communications are regularly monitored.
Ideal identity The best version of xxx is highlighted through their website displaying case studies of successful jobs, customer testimonials and the variety of products/services available. Also, employee blogs on the website adds a personal feel which helps to attract custom.
Desired identity The desired identity for xxx is currently under progress as I am working on micro-sites such as xxx etc. By creating these microsites, xxx will be advertised as a local company for customers in the area, and this will increase the likelihood of enquires. Ultimately, xxx aim to be seen as a localised company to all towns/cities in the UK.
Despite the impact of company identities influencing reputations, the importance of image must be considered too. Davies et al., (2003) cited in Vincent (2009, p.10) defined image as the external stakeholders view of the company. Thus, meaning identity and image should be harmonised to create reputations.
Identity (Internal) + Image (External) = Reputation
To reflect on my corporate reputation and communications, I have chosen to focus on both my previous and current roles at xxx. During my placement year, I was employed as their Sales and Marketing Intern before progressing to the Sales Desk Manager. I was able to make this promotion due to my abilities in internalising the company mission, to impress our customer and align myself with company values.
Also, due to other work experiences, I was able to take existing skills and implement these at xxx:
Active listening and interpretation of information
Verbal and written communications
Reliability
Ability to remain calm under pressure
Negotiation and persuasion
Teamwork
Subsequently because of prior employments, I felt enthusiastic within my new role at xx. This is because I was customers first port-of call (through phone calls, emails and webform enquires) therefore, I was driven to create positive impressions as demonstrated in appendices 4&5. As a result of this, a successful corporate reputation chain (See Appendix 6) had been established as customers were happy with my contributions and I felt valued at the company, hence why I have chosen to stay as their Marketing Consultant.
Tomi (2016, p.659) cited in Culo et al., (2022), takes this a step further and argues the right business image can contribute to the development of an individuals career. From my own experiences, I was able to develop my charisma and resilience which are key managerial skills (CMI, 2021). As a result of this, my progression to Sales Desk Manager meant more opportunities were available to me. For example, the amount of LinkedIn invitations I received from manufacturing industry leaders had significantly increased as a result of my growth at xx. Furthermore, my enhanced digital presence had contributed to my current status as featured blogs on the xxx website (See Appendix 7) provided customers with a friendly introduction into my responsibilities and personal interests. Also, The University of Wolverhampton social media sites had used the same images to showcase my achievements (See Appendix 8&9), which made me feel proud.
In addition to my skillset, my progression at xx was also due to my supportive team members who provided me with a feeling of solidarity which created a powerful catalyst for collective action (Fireman and Gamson, 1979) cited in Rowley and Moldoveanu (2003, p.208) and a positive integrated workforce (See Appendix 10). Furthermore, the support I was given from xxx highlighted qualities of a transformational leader, as he taught me the organisational speak within my first two months at the company. Due to this experience, I was able to develop my skills in learning on the job and demonstrate more personalised attributes- my willingness to learn and fit in with the xx culture.
The company charisma at xxx is depicted through their brand identity. For example, the bright colours in the company logo (red and yellow) symbolise power, passion, energy, and happiness, (Milan Art Institute, 2020); all positive emotions which xx stakeholders aim to portray to the public.
Overall, I feel proud that my contributions at xx were recognised and appreciated. This is because my personal reputation developed as I was given the opportunity to showcase my skills, and also widen my capabilities through practical learning. Due to this, I was able to positively impact the corporate reputation of xxx and establish a successful psychological contract as I felt the company expectations, beliefs, ambitions and obligations (CIPD, 2022) align with my own personal development goals.
Internal communications:
Internal communications is the final topic I will discuss in my portfolio. I have chosen to focus on this concept because it is heavily reliant upon in all businesses, as the successes or failures of this can impact stakeholder involvements and corporate reputations.
Yeomans (2006, p.337) cited in Welch and Jackson (2007, p.177) argued internal communication creates value and forms the core of many organisations, yet it is still disregarded by public relation scholars. However, in this section of my portfolio, I aim to reflect on the importance of internal communication in my workplace, xx.
According to Sproul (2019) cited in Smarp-now (2019), internal communication forges connections between people, allowing them to perform at their best as company information is translated from the top to the bottom, and employees are directed towards organisational goals.
At xxx, a bottom-up approach (See Appendix 11) is adopted within their internal communications. As their only Marketing Consultant', I am involved in decision-making processes and kept informed regarding company updates/changes. This has created a positive work environment whereby I feel respected as information sharing between departmental teams has enhanced the functional relationships at xx (Chaturvedi and Chaturvedi 2012, ch.7).
In addition to developing functional relationships, Fitzpatrick (2016) cited in Tench (2017, p.289) argued internal communications provides support to:
Reduce workplace conflict
Assist major changes within the workplace
Promote a sense of community in the workplace
Encourage employee motivation
Help employees understand expectations
To support Fitzpatricks findings, during a class activity, I discovered that successful companies including Virgin Trains and Mondelez International use technological resources to implement internal communications. To exemplify, Mondelez international use the app, Yammer to keep employees connected through vertical integration (Microsoft 365, 2018). Similarly, Virgin Trains have created an independent app bespoke to their employees (Klein, 2019). As a result of this, internal communications has supported employee engagement and increased community spirits, which in turn has led to clear organisational success.
To reflect on my experiences, xx also rely on technology to maintain relationships with employees through WhatsApp groups, monthly quiz games and regular Teams calls during and outside of work hours. In addition to this, employees are given the opportunity to de-stress from work pressures and strengthen relationships in socialised settings on the last Friday of every month. The impact of this has been successful in boosting employee motivation, morale, and overall communications.
However, like any organisation, internal communication is not always easy to maintain when communicating changes that may result in negative employee perceptions. To demonstrate, in recent months at xx, a new technological system has been implemented to help improve customer relationship management. The development of Mothernode was aimed at improving the customer journey through greater communications between departmental teams.
Despite the benefits of this system, my sales colleagues and I were reluctant to accept the change due to fear, which Dijck and Dick (2009, pp.143-163) cited in Dubois et al., (2013, pp:187-201) argued is a natural response to work-base identity threats and loss of status. This indicated that I was stuck at the frustration stage of The Kubler-Ross Change curve (1969) (See Appendix 12).
To reflect on this occasion, I was fearful of damaging my reputation due to a lack of Mothernode understanding. However, by using Lewins Model of Change which Burnes (2019) noted is the most influential helped me to accept and understand the value behind the change, whilst fulfilling gaps in my skillset.
Lewins Model for Change in relation to xxx:
Lewins model for change xxxxUnfreeze: This stage recognises the need for change and ensures management support is provided in preparing employees. Due to the open-communication systems implemented at xx, I was briefly notified on the upcoming technological change from Clarity to Mothernode. The benefits of the system were explained to me, however not in enough detail to enable to provide a sense of security. This meant there were high levels of apprehension displayed by the sales team and I as our input on this system had to contain necessary notes for customer signage requirements.
Change: At this stage, the intended change is executed. The switch over from Clarity to Mothernode brought increased levels of unease as this change was implemented two months prior to the agreed date. This was due to incorrect subscription deadlines which caused panic for employees. To overcome these worries, I used my personal power- energy and attractiveness (as discussed in the stakeholder topic) to voice employee concerns with the Managing Director. Due to my confidence in speaking out, xx provided thorough training sessions for everyone on Mothernode which put the team and I at ease. At this point, I had progressed from the frustration stage of Kubler-Ross Change, more towards the exploration and acceptance due to the training and time we had to test the new system.
Refreeze: This stage ensures the change is reinforced and becomes permeant in the workplace. As a result of the internal communications and MD involvement, Mothernode was fully integrated and employee commitment led to a high level of engagement and success.
561975952500
Due to this experience, I was able to identify my current skills prior to this situation and post Mothernode implementation. When I was first told about this, rather than taking an open-minded approach, I was closed off to the idea and this impacted my confidence levels and motivation. However, during the cause of Mothernode I used my:
Leadership skills I had the initiative to speak to MD which resulted in a positive outcome.
Active listening skills I was required to listen carefully in Mothernode training to gain an understanding of how the system worked.
In reflection, once Mothernode was fully integrated into our company processes, I was able to demonstrate my teamworking skills to support my colleagues in their Mothernode transition and demonstrate reliability.
Conclusion:
To conclude my portfolio, I have discovered that organisational success is heavily reliant upon effective communications with internal and external stakeholders. This is because their level of involvement impacts company reputations. Therefore, upon final reflection, I have used Kolbs Reflective Model to clearly identity the skills I have gained whilst being at xxx, and also identify areas whereby I can improve my abilities to become a successful marketing manager.
711201270000
(McPheat, 2019)
Kolbs Reflective Model My experiences and skills developed whilst at xxx
Concrete Experience
Communication skills- I can actively listen to others and clearly communicate my thoughts to deliver an outcome (both verbal and written) and add value to business situations.
Adaptability- Due to my different roles at Signs Now, I have learnt to adapt to varying responsibilities and satisfy the needs of different stakeholders.
Teamwork- I feel my teamwork skills have strengthened as a result of me working within an office environment as resources and information sharing is paramount to organisational success.
Ability to learn on the job- My ability to learn on the job has improved since joining xxx. This is because I started at the company without any prior knowledge to the xxx industry, however due to my motivated persona, I am now able to advise customers and market the business.
Reflective observation Due to the opportunities, I have been given at xxx, I feel more confident to accept additional responsibilities and demonstrate a willingness to learn thus indicating areas of self-development.
However, there are still gaps in my skill set which I aim to improve:
Conceptual and critical thinking, analysis, synthesis, and evaluation
The use of quantitative skills to manipulate data, evaluate, estimate, and model business problems
(QAA Membership, 2019, p.8).
It is vital that I develop these skills as they are expected from Business Management Graduates (QAA Membership, 2019, p.8) and according to CIM Marketing roles, employers would expect me to portray analytics & data management skills (Baker, 2022). Therefore, by focusing on these areas of improvements, there is a greater probability of becoming a marketing manager and successful business communicator.
Abstract Conceptualisation According to Kallet and Kallet, (2014, p. 20) cited in Tripathy (2020), development of critical thinking and data handling in the workplace improves communications, problem-solving and decision-making skills. This means moving forward, my aim is to practice improving these skills by using online resources before I finish my university studies in May 2023.
Active Experimentation During my time at xxx, I have learnt in order to become a successful business communicator, it is necessary to engage with employees through internal communication techniques and keep external stakeholders involved in organisational changes. As a result of this, a positive reputation is then presented to the public, thus increasing business value.
References:Baker, N (2022) 'Essential marketing skills you need on your CV'- The Chartered Institute of Marketing (CIM). Available at: https://www.cim.co.uk/content-hub/blog/essential-marketing-skills-you-need-on-your-cv/ (Accessed 05/12/2022)
Balmer, G and Soenen, G (1999) 'The Acid Test of Corporate Identity Management', Journal of Marketing Management, 15(1), pp:69-92. Available at: https://www.researchgate.net/publication/247495098_The_Acid_Test_of_Corporate_Identity_Management_CORPORATE_IDENTITY_CORPORATE_COMMUNICATION_CORPORATE_IMAGE_IDEAL_IDENTITY_CONCEIVED_IDENTITY_DESIRED_IDENTITY (Accessed 13/11/2022)
Burnes, B (2019) 'The Origins of Lewins Three-Step Model of Change', The Journal of Applied Behavioural Science, (56)1. Available at: https://journals.sagepub.com/doi/full/10.1177/0021886319892685 (Accessed 29/11/2022)
Chaturvedi, M and Chaturvedi, P (2012) 'Fundamentals of Business Communication' -1st edition. New Delhi, India: Pearson India
CIPD (2022) 'The psychological contract'. Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/employees/psychological-factsheet#6112 (Accessed 07/12/2022)
CMI (2021) Key behaviours for managers and leaders in 2021. Available at: https://www.managers.org.uk/knowledge-and-insights/interview/key-behaviours-for-managers-and-leaders-in-2021/ (Accessed 02/01/2023)
Cornelissen, J (2020) 'Corporate communication: a guide to theory & practice' -6th edition. Los Angeles, California: SAGE
Culo, I; Tkalec, G and Borcic, N (2022) 'The role of personal branding in contemporary leadership and management', Economic and Social Development: Book of Proceedings, pp: 198-207. Available at: https://www.proquest.com/abiglobal/docview/2655173178/DC3878F40F37413BPQ/6?accountid=14685 (Accessed 09/11/2022)
Davies, G (2011) 'How to develop your corporate reputation: Dr Gary Davies', online video recording, YouTube, 4 August 2011. Available at: https://www.youtube.com/watch?v=4CigGCENQ_E (Accessed 12/11/2022)
Dubois, C; Bentein, K; Mansour, J; Gilbert, F and Bedard, J (2013) 'Why Some Employees Adopt or Resist Reorganization of Work Practices in Health Care: Associations between Perceived Loss of Resources, Burnout, and Attitudes to Change', International Journal of Environmental Research and Public Health, (11)1, pp:187-201. Available at: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3924440/ (Accessed 26/11/2022)
Francis, B (2018) 'Look inside GymShark HQ & our first International Office Announcement', online video recording, YouTube, 27 June 2018. Available at: https://www.youtube.com/watch?v=NSSpANP-Bc0 (Accessed 15/11/2022)
Gledhill, M (2010) 'CIM Coursebook Marketing for Stakeholders' - 2nd edition. Oxfordshire, United Kingdom: Taylor& Francis Group
GymShark (2022) 'About us'. Available at: https://uk.gymshark.com/pages/about-us#:~:text=We're%20Gymshark.,different%2C%20sweat%20is%20our%20sport. (Accessed 15/11/2022)
Kantar (2022) 'What are the most valuable global brands in 2022?'. Available at: https://www.kantar.com/inspiration/brands/what-are-the-most-valuable-global-brands-in-2022 (Accessed 13/11/2022)
Klein, M (2019) '11 Effective Internal Communication Examples'- Blink. Available at: https://joinblink.com/intelligence/internal-communication-examples/ (Accessed 04/12/2022)
Komisarjevsky, C (2012) 'The power of reputation strengthen the asset that will make or break your career'- 1st edition. New York, United States: American Management Association
Mashigo, R (2020) 'The relevance of Stakeholder Theory and Strategic Communication Management in current organisations' - LinkedIn. Available at: https://www.linkedin.com/pulse/relevance-stakeholder-theory-strategic-communication-current-mashigo#:~:text=The%20stakeholder%20theory%20is%20explained,theory%20and%20normative%20stakeholder%20theory. (Accessed: 06/11/2022)
Maton, A (2022) 'Session 5 - Internal communication.pptx' 6MK012: The Business Communicator. University of Wolverhampton.
McPheat, S (2019) 'What Are KOLBs Learning Styles and What Do They Mean?' - Skill Hub. Available at: https://www.skillshub.com/what-are-kolbs-learning-styles/ (Accessed 04/12/2022)
Microsoft (2022) 'Microsoft UK'. Available at: https://www.microsoft.com/en-gb/about/ (Accessed 07/11/2022)
Microsoft 365 (2018) 'Panel: Employee engagement, communications and strategy', online video recording, YouTube, 2 April 2018. Available at: https://www.youtube.com/watch?v=U98yjkxzgXg (Accessed 27/11/2022)
Milan Art Institute (2020) '5 Facts Artists Should Know About Symbolism of Colour'. Available at: https://www.milanartinstitute.com/blog/symbolism-of-color#:~:text=Red%20is%20an%20extreme%20color,critical%2C%20judgmental%2C%20or%20cautious. (Accessed 13/11/2022)
QAA Membership (2019) 'Subject Benchmark Statement- Business and Management'. Available at: https://www.qaa.ac.uk/docs/qaa/subject-benchmark-statements/subject-benchmark-statement-business-and-management.pdf?sfvrsn=db39c881_5 (Accessed 04/12/2022)
Roper, S (2012) 'Corporate Reputation: Brand and Communication'- 1st edition. Harlow, United Kingdom: Pearson
Rowley, TJ and Moldoveanu, M (2003) 'When Will Stakeholder Groups Act? An Interest- and Identity-Based Model of Stakeholder Group Mobilization', The Academy of Management review, 28(2), pp:204-219. Available at: https://web-s-ebscohost-com.ezproxy.wlv.ac.uk/ehost/pdfviewer/pdfviewer?vid=0&sid=937c70ae-fe3f-4b87-80ce-a7bfe7e02ac2%40redis (Accessed 17/11/2022)
Saboe, D (2018) 'Kubler Ross Change Curve'. Available at: https://masteringbusinessanalysis.com/mba154-change-leadership/kubler-ross-change-curve/ (Accessed 02/12/2022)
Signs Now (2022) 'About Us. Available at: https://www.signsnow.co.uk/about-us (Accessed 18/11/2022)
Smarp-now Haiilo (2019) 'What is Internal Communication? We asked 16 experts to spill the beans', online video recording, YouTube, 31 July 2019. Available at: https://www.youtube.com/watch?v=zcWtx8AAq1M&t=132s (Accessed 20/11/2022)
Tench, R and Yeomans, L (2017) 'Exploring Public Relations' - 4th edition. Harlow, United Kingdom: Pearson
Tripathy, M (2020) 'Dimensions of Critical Thinking in Workplace Management & Personal Development: A Conceptual Analysis', Multidisciplinary Journal for Education Social and Technological Sciences, (7)2. Available at: https://www.researchgate.net/publication/344498472_Dimensions_of_Critical_Thinking_in_Workplace_Management_Personal_Development_A_Conceptual_Analysis (Accessed 04/12/2022)
Valentinov, V and Hajdu, A (2021) 'Integrating instrumental and normative stakeholder theories: a systems theory approach', Journal of Organisational Change Management, 34(4), pp: 699-712. Available at: https://www.proquest.com/abiglobal/docview/2572533565/A03C31489DAC45B9PQ/4?accountid=14685 (Accessed 08/11/2022)
Van Riel, C and Fombrun, C (2007) 'Essentials of corporate communication: implementating practices for effective reputation management' - 1st edition. London, United Kingdom: Routledge
Vincent, K (2009) 'Chartered postgraduate diploma in marketing, Stage 1: managing corporate reputation: study text' - 1st edition. London, United Kingdom: BPP Learning Media
Welch, M and Jackson, P (2007) 'Rethinking internal communication: a stakeholder approach', Corporate Communications; Bradford (12)2, pp: 177-198. Available at: https://www-proquest-com.ezproxy.wlv.ac.uk/docview/214190500?pq-origsite=primo&rfr_id=info%3Axri%2Fsid%3Aprimo (Accessed 29/11/2022)
Wojewnik-Filipkowska, A; Dziadkiewicz, A; Dryl, W; Dryl, T and Bben, R (2021) 'Obstacles and challenges in applying stakeholder analysis to infrastructure projects: Is there a gap between stakeholder theory and practice?', Journal of Property Investment & Finance, 39(4), pp:199-222. Available at: https://www.proquest.com/abiglobal/docview/2533497882/28D39A3D509A4642PQ/3?accountid=14685 (Accessed 10/11/2022)
Appendices:left52387500Appendix 1: Input-output model of strategic management (Cornelissen, 2020)
Appendix 2: Stakeholder model of strategic management (Cornelissen, 2020)
left1143000
Appendix 3: The three critical factors of reputation (Komisarjevsky, 2012)
95251333500
Appendix 6: The Corporate Reputation Chain (Davies et al., 2003, p.192)
0-93345000
Appendix 12: The Kubler- Ross Change Curve developed in 1969 (Saboe, 2018)
Module: 6MK021 The Business Communicator
Introduction: This portfolio will showcase my experiences in three business activities, displaying my skills I have developed during semester 1 of my third year of university. Focusing on key business communication skills and using communication and HR theory and modules to analyse my experiences.
Crisis communication
A crisis is an unanticipated event that affects a business and requires thorough and efficient actions to best prevent or resolve any negative long-term affects to the business. Most modern organisations use risk analysis to predict the effects of any adverse events occurring and develop continuity plans for them (Hayes, 2021), this is known as crisis management. Crisis management helps to mitigate the effects of any crisis such as intangible data breaches or tangible office fires or natural disasters.
The use of various media to deliver up-to-date information, correct errors, or respond to rumours is known as crisis communication. People's easy access to information in today's society puts organisations in a tough position when it comes to communicating during times of crisis. Because social media has the capability to prevent a crisis from spiralling out of control, organisations will need to be proactive in their initial response to any issue. As well as the power to exacerbate a developing crisis (Crandall et al., 2014). When a crisis is occurring, an organization's decision-making is critical. The way they respond to comments about a problem can allow a small group of people to aggregate a crisis and elevate it even farther. New technologies, such as social media, can have an impact on what information is reported, how it is reported, who reports it, and how it is published (Thelwall & Stuart 2007). According to Ward (2011), 26% and 27% of respondents think that social media's ability to communicate with a wide range of stakeholders and its ability to alert stakeholders promptly during a crisis are both imperative to how social media can be used.
More recent studies regarding how organisations use social media suggest that it would be more effective to use it for monitoring purposes for crisis communication.
It is recommended that social media (especially twitter) is to be used for monitoring purposes, to evaluate the severity of a crisis, and monitoring social media is also suggested as a technique to assess the emotional nature of a crisis (Gerken et al., 2016) and to do preventive assessments of how individuals express their coping with various concerns, such as food hazards (Gaspar et al., 2014). Some academics also believe that strategic organisations should monitor not simply online news stories, but also audience reactions to them in the digital arena (Spence et al., 2017). Monitoring can help you assess your company's public image prior to a crisis, but don't wait until a crisis occurs to use media monitoring. A well-designed media monitoring system can serve as an early warning system in the event of a crisis. Monitoring keywords, suppliers, and other stakeholders who may have an impact on an organisation can assist in preventing a disaster.
The use of blogs for crisis communication is an effective approach to deliver up-to-date information, correct misinformation, and reply to rumours (Bove and Thill, 2018).
Considering the use of social media, the time it takes to respond to a crisis is critical, as rumours can circulate inaccurate information. An organisation should have a crisis communication plan in place to assist in dealing with the situation and the measures in place to resolve it. To develop trust and maintain the organization's reputation (Crandall et al., 2014), communication with stakeholders must be consistent and informative.
The Activity
You work for a food manufacturing company. One of your products (ice cream) has been recalled as there are claims that plastic may be present in the product.
Prepare a plan to communicate with your audiences.
Objectives
1. Minimise the damage by communicating with the customers that were affected by the
product. Using media to reach all customers affected quickly. Twitter would be the best use for monitoring the emotional nature of how customers are responding to information we are providing.
2. Address the concerns of the shareholders (Privately). Doing this privately to ease the mind of shareholders on what the situation is and how it will be addressed. This will help to build trust by having direct effective communication. 5CS
3. Investigate the cause from the suppliers. Find out if any processes were changed which could have led to plastic being in the product.
4. Manage the costs. How will this affect the business going forward. Will we lose customers to our competitors? KPIS
5. Address the public concerns. Answer all question that can be answered. Questions that may encourage a response that can put that organisation in a negative light will be answered with. We are looking into the situation of how this happen and what we can do to prevent this from happening again.
Stakeholders
Employees -understand what employees opinions are.
Suppliers- finding out if any changes in production were made and how this happened. Estimating the number of products affected.
Distributors- identifying what areas the affected products are in and get them recalled.
Shareholders- Holding direct communication.
Customers
Media- monitor, respond when needed to prevent further concerns.
Government- possibility of a fine from the government.
Specific steps need to be taken
Two people will be addressing the public. The individuals will have to be of high status within the business and have good public reputation.
Announce to the media that the situation is under control, and it is being investigated up until further notice to find the original cause. Suspending production of the specified product until the solution for the issue is identified.
1. CEO- He will address the issue that have arisen and explain the plan in place to contain the problem to investigate the concern. Clarifying exactly what product has been affected and other products remain safe for purchase and use for consumers.
2. Director of production- Lay out the plan of what they will do in detail also they will explain
what they will do in the future to prevent this from happening again.
This model argues that effective communication, specifically how a company communicates with the media, is critical. The model provides out a step-by-step process for how a spokesperson should tackle a situation to preserve the cooperative image despite the challenges that may arise during a crisis.
5Cs effective communication model (Tench & Yeomans, 2009, p.396).
Concern
Clarity
Control
Confidence
Competence
Concern- reacting out to all those who have been directly affected by the error. The spokesperson will need to use language that fits the emotions of the audience which would be disappointment from the business point of view and concerned from the stakeholders.
Clarity- being honest with what the company will do to prevent this from happening again. Using facts and figures to be clear with the audiences.
Control- having control over the tone shown from the spokesperson should be reflected on social media planforms. Create the narrative from quick responses on social media to reduce misleading information from circulating.
Confidence- this will be carried out by the spokesperson and how they carry out the speak, being honest and detailed without being arrogant.
Competence- this will highlight how the organisation will handle the current position it is in. How they will try and raise its current reputation to a more positive light. How to use the crisis to the businesses advantage. An example- implementing a reduction of plastics used by the company. This will show one way how the business will address the situation and a positive aspect of becoming more eco-friendly, this will also help to restore any damage to the organisations reputation. This can be used also to assess how successful the plan was
One way to measure the success of the plan is to see the response from the media,
social media and the public. Sending emails to customers that have signed up for email marketing and monitor those who have opened the email, how long they spent on the email and feedback they may have given.
Managing relations in the workplace. Simulated assessment centre activities similar to those used for graduate assessments.
For this activity, I was assigned to a team, and we were tasked with establishing a brand that would be marketed by the government in order to aid in raising fuel prices. We were tasked with encouraging individuals to dress warmly and to wear vests more often. Payden was the brand that we used as an example to gather our ideas (pictured below). Identifying essential brand elements, such as non-recyclable plastic packaging. The package was out of date and didn't look appealing. The brand had no marketing, no website, and was only available on eBay for 7.99.
lefttop
Tuckman's team theory (1965) will be used to demonstrate how my team progressed and performed well when presenting our task.
Forming- My two group members and I discussed how we could make this product desirable to the public. What kind of media would we employ? Which stores would be the best to sell the product in? What pricing strategy would we employ? What will our CSR strategy be? As we began to ask these questions, the dynamics of the group began to emerge, as did the various roles we each played. This is the initial stage of the team, where optimism, the flow of creativity, and a team vision are formed, and having a clear understanding of the goal leads to a better team structure (Vaida, 2021).
It's crucial to recognise that team/task conflict is determined by how individuals collaborate with one another and whether each person is motivated by their own personal goals or by the common goal that everyone must achieve. According to Huang's research (2010), when challenged with certain task conflicts, team members with different goal orientations will interpret the conflict differently and, as a result, respond to task conflict differently, challenging the link between task conflict and relationship conflict.
Storming- This is when team conflict emerges, and various viewpoints and ideas emerge among the team. Outside of the current settings, this can happen regardless of the team's relationship. Communication skills are put to the test when ideas are challenged and questioned within the team. Tuckman's theory's (1965) storming aspect enables for the development of communication. As members of a teamwork toward a common goal, they must be honest, respectful, and communicatively effective. This enables for more discussion of concepts that may appear to outsiders to be counterproductive. The conflicts that may arise at this stage are described to as 'controlled conflict,' because they enable for creative ideas to be challenged and processed by the group, resulting in an effective solution/idea for the task at hand. Teams will be able to move to the next step, Norming, if they adhere to communication and active listening. Vaida (2021) emphasises the importance of team leaders in this stage for bringing the team together and collectively deciding on the best plans for the team. Emotional intelligence is an important factor of how quickly a team till progress through the. Storming phase of Turkmens theory.
Norming- allowing for team cohesion to be shown from the co-operation the storming stage. This stage invites the opportunity of shared leadership rather then singular leadership. Upon reflection of the task, I took the lead for creative input of the design and took the lead with presenting our task. This help to set the standard for our presentation. This team was formed for the purpose of a creative presentation. Communication will be more effective during this stage, highlighting the how diverse teams with different viewpoints can bring a variety of perspectives that improve decision-making (Bove and Thill, 2021).
Performing- success was achieved by having a flexible group that was willing to deliver the activity with little time to no time to prepare our presentations. This was because our presentation was more fluid between our individual speeches due to the chemistry and solid insight of individual strengths. Individuals must be selfless at this level for the team's performance to be successful. In this stage, members' interactions are aligned with activities and positivity, all aimed at achieving the main goal. This is where functionality, flexibility, and performance come into play (Jones, 2019).
Research from Bonebright, (2010) identified that Tuckmans theory (1965) lacks consistency, as it was significantly overrepresented by the therapy-group setting he conducted his research on. Cassidy (2007) suggests that conflict isnt a stage but a situation that can happen through the whole process of a team working together, proposing a shift in focus would integrate the seemingly diverse models found in practitioner literature. This allows for questioning of his research as it relies on a small sample to back up his theory. While some suggestions for reducing conflicts have been provided, there is no instant solution for issues with group communication. Kobiruzzaman (2019) presents the question, what might have happened if the storming stage had not concluded.
The feedback on this task I received from my lecturer was of surprise to me. As I dont see myself as a creative individual. In reference to Belbins teams roles (1981) I was referred to by my lecturer as a plant (see figure 1). Plant: Creative, imaginative, free-thinking, generates ideas and solves difficult problems. My perception of myself regarding my presentation skills are that I grow in confidence, especially if I have practiced my speech. But on this occasion, we did not manage our time efficiently enough to allow ourselves to practice. I believe on this occasion this worked to my advantaged given my feedback from my lecturer. When you speak spontaneously, it is easier, more effective, and allows you to be more trusting of yourself because you are communicating your ideas live and unscripted (Schwartzberg, 2021).
3- Managing reputation Corporate
Corporate reputation can be seen as the most valuable intangible asset an organisation can have. Corporate reputation is a collective term referring to all stakeholders views of corporate reputation, including identity and image (Roper and Fill, 2012). For an organisation to have a positive reputation, Van Riel & Fombrun (2007) believe the following criteria will need to be developed: credibility, trustworthiness, reliability, and responsibility.
A companys ethical approach, financial performance, and quality of service/products they provide are some factors that help contribute to the credibility Van Riel & Fombrun (2007) suggest.
I will be using Morrisons as an organisation to address how important corporate reputation is, as I currently work for them and have an internal understanding of how the company operates, treats its employees and customers. Morrison's is one of the UK's big four supermarkets, and it has been competing with Tesco, one of their main competitors, with both companies reporting sales growth of 2.7 percent in 2018 (Kantar, 2018). This accounts for their organisational image of how external stakeholders view Morrisons, and the how valuable their products and services are to them.
For Morrisons to remain a top competitor and continue to develop the identity they have undergone a rebranding phase in 2015/2016. As they were one of the last of the big supermarkets to start selling groceries online (Butler, 2013), they are setting out to be more accessible to their customers. Amazon and Morrisons first partnered in 2016 and have now extend their partnership to accommodate to Morrisons full range of groceries (stevens, 2021). This been a great partnership and the right time considering Covid, the partnership has thrived as Skeldon (2020) reports figures from Kantarout earlier this week showing that it saw the biggest growth in online shopping over the past 12 weeks, up 13.6%. This partnership has worked in their favour as they are now present their new identity as a company that are adaptable, innovative, and even in times of crisis (the global pandemic) they are still accessible.
Internally, Morrisons is a company that cares about their employees and communicates to them on a regular weekly basis. Emails are the main point of communication from the Peoples director. Communication has been crucial in the last two years as employees need reliable information as they were seen by the government as key workers during the national lockdown from the start of March 2020. YouGov (2021) reported Morrisons to have a 69% popularity rating in Q3 of 2021. But, as US private equity firms bid to purchase the popular supermarket chain some people have not been in favour of the new venture. One trader said, Some of these guys wearing suits never interact with customers, they dont understand why people choose to go there. Ken did, (Jolly and Vinter, 2021). This unfortunately presents the impression that some stakeholders have conflicting opinions of the organisations. Some are afraid that the new owners will only be concerned about making profits for their shareholders (Jolly and Vinter, 2021).
From an Employee perspective Morrisons are focusing more of their time on other areas of the business rather then instore. Since April 2020, the company became heavily focused on making sure that venerable people were still able to get their necessary groceries, whether that be from Morrisons click and collect service, UberEATS orders or Amazon prime orders. The success of Amazon Prime at Morrisons has led to more employees being moved from shop floor to fulfilling online orders. This has led to customers becoming frustrated when they must wait in ques unnecessarily.
To conclude, because of situation like this Morrisons ideal identity and actual identity clash. For example, customers are happier as they can use Amazon prime to order groceries to fit their busy lives, on the other hand this impacts instore service as there are more employees doing online orders and they have less time to help customers as they are now working on timed schedule. But Morrisons staff are always seen by customer to be going above and beyond to help, especially when there was a fuel shortage (Maidment, 2021).
The visual identity of Morrisons has been developed over recent years, but its core remains the same. From 2007 Morrisons have remain consistent with the theme of colours they have chosen to represent their logos, using green for their lettering and yellow. Similarly with the employee uniforms, checkout operators, cleaners and team leaders all wear the same uniform. This shows that everyone is equal, and this is also reflected by everyone regardless of age starts on the same basis rate of hourly paid. Due to the recent rebranding or Morrisons, some stores have been developed to have a more inviting feeling when customer walk through the doors, such as majority of stores have a pharmacy, and the first aisle you walk into is the fresh food aisle (see figure 2).
(Figure 2, INCLUDEPICTURE "C:varfolders9p51f1z_wd5mqfq0_sx7ry_72c0000gnTcom.microsoft.WordWebArchiveCopyPasteTempFilesIMG_4709.jpg" * MERGEFORMAT 0190500Morrisons Chingford)
Reference:
Bonebright, D.A. (2010) '40 years of storming: a historical review of Tuckman's model of small group development',null,13(1), pp. 111-120. doi: 10.1080/13678861003589099.
Bove, C. L. & Thill, J. V. (2018) Business communication today. 14th ed. New York, NY: Pearson.
Bove, C.L. and Thill, J.V. (2021)Business communication today.15th ed. Upper Saddle River, New Jersey: Pearson.
Butler, S. (2013)Morrisons online grocery store goes live.Available at:https://www.theguardian.com/business/2013/dec/20/morrisons-online-grocery-store-supermarket-delivery(Accessed: .
Crandall, W. et al. (2014) Crisis management: leading in the new strategy landscape. 2nd ed. Thousand Oaks, Calif.; SAGE.
Eriksson, M. (2018) 'Lessons for Crisis Communication on Social Media: A Systematic Review of What Research Tells the Practice'.
Email screenshot of feedback (2021)(Year of publication) [Screenshot]. Edwards, E (Accessed:13th December 2021).
Hayes, A. (2021)Crisis Management.Available at:https://www.investopedia.com/terms/c/crisis-management.asp(Accessed: 15 November 2021).
Huang, J. (2010) Unbundling task conflict and relationship conflict: The moderating role of team goal orientation and conflict management. The International journal of conflict management. [Online] 21 (3), 334355.
Jolly, J. and Vinter, R. (2021)Proof is in the pudding: Morrisons hometown less than sold on takeover.Available at:https://www.theguardian.com/business/2021/aug/29/morrisons-hometown-less-than-sold-on-takeover-bradford(Accessed: 9th January 2022).
Jones, A. (2019) 'THE TUCKMAN'S MODEL IMPLEMENTATION, EFFECT, AND ANALYSIS & THE NEW DEVELOPMENT OF JONES LSI MODEL ON A SMALL GROUP'.
Kobiruzzaman, M. (2019)Tuckman Theory- Tuckmans Stages of Group Development.Available at:https://newsmoor.com/tuckmans-model-five-stages-of-group-and-team-development-theory/(Accessed: 7th January 2022).
Maidment, A. (2021)Morrisons staff praised for going 'above and beyond' to help customers affected by fuel shortage.Available at:https://www.manchestereveningnews.co.uk/news/greater-manchester-news/morrisons-staff-praised-going-above-21701418(Accessed: 9th January 2022).
Moses, J.M., Akpan, I. and Obukoadata, P. (2013) 'Enhancing Corporate Reputation Through a Deconstruction of Issues and Crises Roles'.
Roper, S. and Fill, C. (2012)Corporate Reputation, Brand and Communication.Harlow: Pearson Education UK.
Schwartzberg, J. (2021)Stop Scripting Your Speeches.Available at:https://hbr.org/2021/01/stop-scripting-your-speeches(Accessed: 7th January 2022).
Skeldon, P. (2020)Morrisons extends Amazon UK partnership with full grocery range for free delivery.Available at:https://internetretailing.net/delivery/delivery/morrisons-extends-amazon-uk-partnership-with-full-grocery-range-for-free-delivery-21878(Accessed: 9th January 2022) .
Stevens, B. (2021)Morrison to expand Amazon tie-up as online sales double in first quarter.Available at:https://www.chargedretail.co.uk/2021/05/13/morrisons-to-expand-amazon-tie-up-as-online-sales-double-in-first-quarter/(Accessed: 9th January 2022).
Tesco and Morrisons rise to top the big four.(2018) Available at:https://www.kantarworldpanel.com/global/News/Tesco-and-Morrisons-rise-to-top-the-big-four-(Accessed: 9th January 2022).
The Most Popular Supermarket Chains (Q3 2021).(2021) Available at:https://yougov.co.uk/ratings/consumer/popularity/supermarket-chains/all(Accessed: 9th January 2022).
Vaida, S. (2021) 'GROUP DEVELOPMENT STAGES. A BRIEF COMPARATIVE ANALYSIS OF VARIOUS MODELS', 66.
Jolly, J. and Vinter, R. (2021)Proof is in the pudding: Morrisons hometown less than sold on takeover.Available at:https://www.theguardian.com/business/2021/aug/29/morrisons-hometown-less-than-sold-on-takeover-bradford(Accessed: 9th January 2022).
Assignment Brief Template 23/24
Topic Detail
Academic year / semester 2023/2024
Module code and title 6BU021 The Business Communicator
Module Leader Emma Edwards
Assignment name Reflective report
Assignment type Coursework
Assignment weighting and size 100% 3000 words +/-10%
Assessment unpacking video location Modules > Assessment > Assessment Information
Whats my assignment? unpacking date (if applicable) Week 1
Formative submission date (if applicable) See canvas - modules, assignment information and support
Formative submission method (if applicable) Canvas- Online submission file upload
Formative feedback date (if applicable) Within 2 weeks of submission
Summative (i.e., final) submission date See canvas front page and assessment information and support
Summative submission method Canvas- Online Submission
Assignment requirements See below:
Students will produce a 3000 word reflective report for this module, evaluating and analysing their experiences of three assessment opportunities. The portfolio will include discussion around personal and professional skills development.
Throughout the module, students will have the opportunity to explore and engage in a range of different assessment opportunities. Examples might be a business meeting; presentation; personal branding exercise; negotiation and developing a communication plan.
Students will then select three experiences / activities to discuss and critically analyse and reflect on their personal experiences. Students should draw on knowledge developed throughout the module and apply relevant communication, marketing and HR theory and models, to demonstrate understanding of the field of business communication.
There is not a mandatory structure for the portfolio, but below is a suggested structure:
Introduction to the portfolio 100 words
Critical reflection on assessment opportunity one 900 words
Students to outline the assessment completed and reflect and analyse on their skills and understanding prior to completing the activity and post the activity. Students should draw on relevant theory to explain and analyse the approach taken and knowledge developed as a result.
Critical reflection on assessment opportunity two 900 words
As above
Critical reflection on assessment opportunity three 900 words
As above
Conclusion and recommendations 200 words
Students should conclude their portfolio and suggest recommendations / plans for moving forward, based on their reflections. Appendices may be used to provide further, appropriate information.
Learning outcomes See below:
LO 1
LO2
LO3
LO4 To critically analyse communication theory and apply to a given scenario
To reflect on personal communication skills and develop strategies for addressing communication skills gaps
To critically analyse and apply relevant HR theory to a specific business scenario
To demonstrate key business communication skills and apply to appropriatescenarios
Assessment criteria(see rubric below for performance criteria) A detailed, critical reflection on the development of key business communication skills / knowledge 30%
Clear and appropriate application of relevant communication and HR theory and models to explain and analyse experiences / scenarios or skills developed 30%
A critical evaluation of business scenarios with relevant, robust recommendations for identifying and addressing issues 30%
A well-written and presented portfolio, with evidence of wide reading and correct use of the Harvard referencing system 10%
Characteristics of a good submission A critical and reflective report which applies relevant theory and models to particular scenarios
Clear reflection on personal knowledge and skills gained throughout the module and plans to address skills to be developed
Evidence of wide reading of relevant HR, Marketing, communication texts, in addition to authoritative secondary sources
Well- referenced using Harvard referencing system
Additional instructions Please see the canvas topic for further guidance
Professional Body requirements N/A
University regulations Universitys Academic RegulationsAcademic Integrity PolicyLevel and Mark DescriptorsSupport Student Support and WellbeingStudy GuidesSkills for Learning Introduction to Academic Study SkillsAcademic English Language SkillsY
Date by which feedback will be provided Four working weeks after the submission date
Feedback format Written feedback via canvas
Resit details Students who need to resubmit will be required to use the feedback provided on the first submission and improve their work based on this feedback. A different colour font should be used to highlight the changed made, so that it is clear how the feedback has been implemented.
Assessment Rubric (to be appended)
