Publication in This Series about Accountingâ€Myassignmenthelp.Com

Question: Explain on Publication in This Series about Accounting? Answer: Introduction The communications core consists of a communications strategy, delivery skills and a comprehensive communications plan. The first publication in this series about effective executive communications presented a strategy for effective communications and discussed how effective CEOs build their communication skills. This publication, the second in the series, discusses how to develop a communications plan (Bargiela-Chiappini,2014). Key Findings To deliver great business communication, CEOs and other business executives must build an effective communications core, which consists of a communications strategy, a communications plan and delivery skills. As with any business initiative, effective planning increases the likelihood of success. By formalizing a communications plan and adopting a disciplined approach to using it the quality of communications can improve over time. Recommendations Round out your communications core by developing a communications plan for your organization. Effective communications is a core leadership competency. Engage your organization in developing a communications plan to begin building this competency in your leadership team. While this formal definition of communication captures the mechanical act of imparting information, it neglects to consider the human elements of inspiring, exciting or calming. The roles of the business and the executive team will change, depending on the purpose of the communication, and the roles may include that of a steward (of information), a motivator, change agent, consultant or inspirer. A good communications plan specifically documents the purpose of a communication. It is continually revisited and refined after every communication as more becomes known about stakeholders and their current stance on the topic. When the purpose of a communication is to inform stakeholders, the expectation is that the message recipient is not expected to do anything, except to be aware. The business and executive team are acting as stewards for the organization imparting necessary information as needed across the organization or to a particular person. For example, as a new executive joins the organization, it is wise for the business to meet with the person and give the person a background or history of how business has benefited his or her area in the past. When requesting something from somebody, the business is motivating that person to do something. An example might be to have the difficult conversation with an executive about becoming a more visible project sponsor. As a change agent, the business is trying to position an effort within the organization that will require much change. For example, changes to the supply chain tend to have a significant impact on the organization. Carefully engaging the impacted organizations to appreciate the reasons for the change, the benefits of the new operating model, and their roles and responsibilities in the effort will significantly increase the likelihood of success. And, finally, inspiration is often required to help an organization engage in significant change or to overcome difficult times, such as when leadership changes or layoffs occur. The purpose of this role is not only to inspire people to stay engaged with the organization, but also to understand the change well enough to become champions of the effort as well. Communicator Stakeholder Communication is a two-way street, so the first question to answer is, "Who should deliver the message?" A message is typically delivered by peers across the organization, from executive to executive or manager to manager. The advantages of this approach are twofold: Relationships are built at all levels across the organization, and business employees are given the opportunity to build a critical leadership skill. The second question to ask is, "Who needs to receive the message?" Typical stakeholder segments include the board of directors, executive team, midlevel management, user community, business leadership and business staff. Less familiar segments, but ones that CEOs should increasingly consider, are customers and the media. A great communication accounts for the attributes of stakeholders. Understanding both the common and unique attributes of stakeholders will help effectively shape the messages to be delivered. Delivery Method Consider what the best method or channel is to deliver the communication. What must be taken into account when determining the most effective method of communication for the situation? A good communication considers all the avenues available from face to face to phone to e-mail. Selecting the right delivery method is key to demonstrating consideration for the role of the stakeholders, successfully drawing their attention and engaging them to act on the message Delivery Frequency How often and at what times do you need to communicate? Frequency should vary based on the purpose of the communication, the specific needs of the stakeholders and the type of message content. Some guidelines: In emergency situations, engage quickly and communicate frequently throughout the crisis period. After each communication, announce when people can expect to hear the next update. If the goal is to achieve a high degree of internalization among stakeholders, engage in more frequent communication, using a "build" approach. Each communication should delve deeper into the topic than the previous communication. Understanding how particular stakeholders internalize information will help determine how often and when to communicate. The more important it is for a stakeholder to internalize the information and take action on the communication, the more frequently these communications should be delivered. Measures of Success Consider the results of the communication. Are they what you expected? If the goal of communicating an business strategy was for a business executive to understand how their organization is impacted by the strategy, can this executive effectively articulate the business change? If not, then take the opportunity to refine your plan using the feedback received to move closer toward achieving the desired results. Consider applying formal and informal measures of success for more common, regular communications, and informal measures for special, out-of-the-ordinary communications. And, finally, inspiration is often required to help an organization engage in significant change or to overcome difficult times, such as when leadership changes or layoffs occur. The purpose of this role is not only to inspire people to stay engaged with the organization, but also to understand the change well enough to become champions of the effort as well. Identify each type of communication you need to deliver in order to be effective within the enterprise. Examples include the business strategy or performance success of the business organization. Other common examples include project updates or results of employee opinion surveys. Once the list is completed, look at it with a critical eye: How many items are on the list? Are there more than 15 or 20? Remember, if you are communicating too much, you may be teaching people to ignore you. For each of the items you identified, spend time documenting its true purpose. What will you achieve by delivering this type of communication that you won't using any of the others on the list? It is far better to have fewer types of communications, and repurpose or reuse them for a particular audience or in a different venue, than it is to have many communications with a single purpose or use (Mai, R. and Hoffmann, 2014). Again, be critical about who should communicate this message. While this topic will be explored more in our next publication, remember that one purpose of this process is to develop a critical leadership competency. The phrase "spread the wealth" applies here. Consider creating liaisons between the business team and the rest of the enterprise at all levels not only to build this competency, but also to create a true relationship organization. Consider every person in the organization who needs to hear and internalize the message type you are considering. Answer the following questions to determine people's communications needs: Select a venue that is appropriate for the person or group to whom you are delivering the message, as well as for the type of communication you are delivering. For example, to e-mail an business strategy with no explanation would most likely defeat the purpose of the business strategy, which is to create a shared vision of the future through the use of technology. Conclusion While larger business organizations have teams dedicated to developing a communications plan for the organization, most organizations do not. Whether you have a dedicated communications department or not, after completing your plan for the organization, develop a timeline to achieve what you set out to do. Assuming you plan on building this skill within your organization, assign ownership for each type of communication to your teams, and establish a date when all tools will be developed for the communication. Come together again to review each of the tools, and assign one individual to ensure consistency across all of the tools. The communications tools you choose and use reflect the "business brand." By creating the same look and feel across all tools, you are subtly reinforcing that this is a communication from business and that it is important to pay attention. References: Bargiela-Chiappini, F. and Nickerson, C.R., 2014.Writing business: Genres, media and discourses. Routledge Mai, R. and Hoffmann, S., 2014. Accents in business communication: An integrative model and propositions for future research.Journal of Consumer Psychology,24(1), pp.137-158 Kernbach, S., Eppler, M.J. and Bresciani, S., 2015. The use of visualization in the communication of business strategies: An experimental evaluation.International Journal of Business Communication,52(2), pp.164-187 Subramanian, K. ed., 2013.Excellence in business communication. Upper Saddle River, NJ: Pearson Kaul, A., 2014.Effective business communication. PHI Learning Pvt. Ltd. Kankaanranta, A. and Lu, W., 2013. The evolution of English as the business lingua franca: Signs of convergence in Chinese and Finnish professional communication.Journal of Business and Technical Communication,27(3), pp.288-307 Moshiri, F. and Cardon, P., 2014. The state of business communication classes: A national survey.Business and Professional Communication Q