New Zealand’s largest freetoair broadcaster nation’s

Business Communication

New Zealand’s largest freetoair broadcaster and is also the nation’s only public

Case Studies

CASE STUDY (20Marks)

New Zealand’s largest freetoair broadcaster and is also the nation’s only public television broadcaster. It operates four channels; TV ONE and TV 2, and two digitalchannels,TV 6 and TV 7. It also has an online presence and offers catch up TV on their website. Increased competition from new media sources such as PC and mobile devices mean that it is important for the broadcaster to increase business efficiencies and to drive business innovation. Reduced resources and downsizing of the Internal Communications team meant that Internal Communications channels needed to be quick, and easy to use. Measuring the effectiveness of the channels was also important. Ensure important Internal Communicat ions achieved cutthrough in a climate of overload. In order to keep employees informed and operationally effective, TVNZ was looking for engaging ways to repeat important messages in order to ensure message cutthrough was achieved. Reduce email overload. Prior to the use of the SnapComms Internal Communications channels, an average of 25 ‘mass email updates’ were being sent separately to staff each week. The interruption caused by these messages arriving separately was impacting productivity and causing email overload.

Answer the following question.

Q1. Give an overview of the case.

Q2. Why the reduction in email overload was necessary? Explain

CASE STUDY (20 Marks)

Saleh Ghasemi is the Director QHN Technical Services, which is part of HHC Enterprise Information Technology. Ghasemi and his team of 40 are responsible for all the desktops, the service desk and helpdesk, webbased applications and intranet across 5,500 users in two major hospitals and satellite clinics. Queens Health Network is a member of HHC and a major healthcare provider in the borough of Queens. A major part of Ghasemi’s role is to provide business continuity in a 24/7 organization and manage all the IT communications between Technical Services, Administration Services, patients and hospital staff. Ghasemi had been frustrated by the available hospital staff communication channels not being fit for purpose for conveying urgent IT notifications. They were mostly using mass broadcast emails and the intranet. Ghasemi explains that, “Emails became irrelevant to people. After a while they were not even reading them because they all sound the same and look the same.” In common with many healthcare environments the limitations of email were glaring. “We couldn’t really communicate with everybody in our organization because we still had a good population of people who did not have email accounts. And if they did have email, they did not have computers to access them in an emergency or even a regular basis.” Ghasemi always thought there was a better solution — something with “bells and whistles” that will actually pop up on the screen and get the attention of staff. He came across the SnapComms’ hospital communication channels while researching alternatives online. In March 2011 the Technical Services team implemented four new staff communication channels — SnapComms Desktop Alert messages, Scrolling Newsfeeds, Staff Quizand Staff Surveys and Corporate Screensavers — across QHN.

Answer the following question.

Q1. Give an overview of the case

3/14/2017 Aeren Foundation 2/2

Q2. Why Saleh Ghasemi was unhappy with internal communications through emails? Discuss.

CASE STUDY (20 Marks)

The pilot group’s readership of messages was measured in two ways: • Metrics provided in the Snap Comms reporting tool for IQ Now (scrolling ticker) • The completion rate of the staff quiz that was sent as a follow up to IQ Direct. For the control group the only way readership of the email messages could be measured was to track email open rates; the drawback of this was that it could not be established whether employees has actually read the messages or merely opened the emails. The readership rate for SnapComms was taken within four hours of the desktop ticker message being delivered. The  difference between the pilot and control groups was dramatic — the lowest readership rate of IQ Now was measured at 93%, compared to 22% for email. The analytics also

showed that the SnapComms messages were also read closer to the start of employees’ shifts. “The information I get in the IQ Now is timely and relevant for my skill set and I like having the urgent messages scroll at the bottom of my screen” Pilot group employee.

(Employee bulletin) demonstrated that the allocation of 15 minutes additional reading time was a significant driver of message readership. Where that time away from the phones was provided, readership was at levels in the range of 8092% for SnapComms

and 6175% for email, using the same templates. When the time away from the phones was not given, readership for SnapComms dropped to a range of 3055%,

while for email it was 4651%. “SnapComms really gives me lots of useful and updated information which helps in my daily job. Excellent tool” Pilot group employee.

Answer the following question.

Q1. How the readership of messages was provided by SnapComms? Explain.

Q2. Give an overview of the case,

CASE STUDY (20Marks)

Psychologists have long accepted that semantics (the words we choose and the meanings they connote) can have a big effect on the psychological state of both individuals and groups. Businesses certainly take wordchoice seriously, some going so far, it seems, as

micromanaging word use within their companies (e.g. discouraging the use of the word “problem” and replacing it with the word “challenge”.) Words falling from favor: • weaknesses • back office • offshore Increasingly popular words/phrases: • room for

improvement • business support team • regional experts In addition, since the advent of globalization, businesses have realized more and more that the intercultural  communication style of a particular region can dramatically affect their employees’ internal communication and, in turn, levels of harmony and cooperation. There’s masses of research on the topic of intercultural communication but the model I prefer distinguishes socalled Low and High Context cultures (a term first used by one Edward Hall).

At the risk of massive oversimplification, a High Context culture tends more towards the implicit, the nonverbal, the unspoken whereas a Low Context culture tends towards the explicit, the spoken or written, the literal. One is not better than the other. They

just distinct. At the risk of still greater oversimplification,the image above gives an idea of the “distribution” of High and Lowcontext cultures across the globe. And the relevance? Well, for example, one region’s employees might communicate in a High

Context manner with family at home (i.e. a manner that implies rather than states explicitly), but may well struggle to communicate effectively with colleagues at work from Low Context cultures (i.e. more direct, more explicit and so on).

Answer the following question.

Q1. “Semantics (the words we choose and the meanings they connote) can have a big effect on the psychological state

of both individuals and groups” comment.

Q2. What are Low and High Context cultures? Debate.

New Zealand’s largest freetoair broadcaster and is also the nation’s only public

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