9-1 Final Submission

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Feb 20, 2024

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1 9-2 Final Submission: Communication Framework and Training Plan IT 520: Technical Communications Southern New Hampshire University February 11, 2024 Communication Framework and Training Plan

2 Background and Area of Focus It is a mixed environment in BOLDFlash's communication environment. These letters strive and attempt to help the readers and persuade them. Pronouns like "we" and "our" are used in the environment and memos to try to get the reader involved. This is the positive message that BOLDFlash Vibe strives to convey in its letters. Then again, there are a great deal of issues that surfaced in every memo and each segment of BOLDFlash. There are problems in each area, but overall, the company's message needs a lot of work. Accurate Changes in the internal process were discussed in the Internal Business Process Artifacts. Because it focuses on the company's operations, this is significant. Communications with internal business processes must be unambiguous. The reminders in this curio are unsatisfactory and unambiguous. Maybe, these updates were not accurate. They ought to coordinate in an issue/arrangement-type way. They should first distinguish the issues with the current arrangement. These memos identify a problem but do not provide a clear solution. These reminders also indicate a lack of user benefit. They don't understand how they'll profit from changes or ideas made. All in all, things considered, these notices appear to negatively attack readers without providing uplifting feedback to the department heads they are currently leaning toward. In these reminders, staying away from allegorical language can also be helpful. Utilizing exact words will assist with making a notice that is clear and brief. A further definition of acronyms and abbreviations is another suggestion. Roger Cahill will still address all department heads even though everyone works in the same industry. It is not reasonable to assume that every member of staff is knowledgeable in the same way. These memos ought to identify and inform their recipients. These are issues and solutions specific to this region.

3 The Technical Service Communication Artifact focuses on communication to make sense of item depiction. This artifact only explains the composition and function of the product. Avoid using slang and abbreviations in this report. The reason is that this memo is going to all the other departments, which are audience members who aren't tech-savvy. Even though they work in a similar working environment, they are not in a similar office and might be new to things. They know all about innovation, however, work liabilities don't line up with the subject. Likewise, for low-skilled populations, specialized ideas should be characterized. Allegorical language should also be avoided in correspondence with other officeholders. With these kinds of correspondences, they ought to stay proficient, and exact words should be utilized. Employees appear to be doing double the work, according to this memo. This appears to be just a description of the project being delivered before the final details of the plans are given. This is a gamble, and some changes may occur causing the item description to change later. Communications like this can also confuse representatives. It will compel them to one or the other pause until the eventual outcome configuration is finished and afterward make an item portrayal that precisely portrays the item or produces an item depiction, that portrays this rendition, to meet a cutoff time and risk transforming it some other time when the last plan is finished. It is not ideal and should not be happening to teams or employees in this situation. It is best to write correctly for both low-tech and future audiences when communicating in this manner. Since items may become outdated and may be updated, creating them for future audiences would be ideal. Creating a current project description based on past planned projects is basically what is being asked here. If these product descriptions are not completed for the final design, one will need to consider this. The numbering system for measurements, dates, and times should also be taken into consideration when writing these descriptions. This is only done to ensure that the member of the audience is aware of the

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4 product's entire scope. When you have a global company like R&D, this mostly applies to multicultural audiences but may also work for future audiences. These are arrangements and ideas with this area of concern. The first area that should be focused on is the project documentation area. In this memo environment, product documentation should be fixed first. Despite issues with internal business cycles and professional support communications, project documentation is centered around the one group that helps the organization thrive: customers. The item documentation is the client material. Our business is presented to the client and customer in some way by these materials and the product. An organization is a business that produces items and administrations while a client is an individual or association that buys those equivalent items and administrations. Because they bring in the money a business needs to survive, customers and clients are the most important part of any business. Key Stakeholders When discussing how to improve the communication environment, key stakeholders are crucial. While speaking with partners, it's essential to engage them and ensure they grasp the market. With our structure, we expect interesting to the partners so they can be educated, and learned, and realize that they are straightforwardly focused on each choice that is made. Partners within the project documentation area include Jake Thompson, Manager, Technical Support Team, and Chip Bryant, Director, Sales, as well as clients and customers handled by management. Because they are directly impacted by the company's decisions for customers, these people are stakeholders in the area. Jack Thompson will be impacted presuming that our clients have any issues. The director of sales, Chip Bryant, will sell to clients and customers. He will be impacted by knowing the data that is given to the client. The client and clients are the

5 people that the organization is interested in. Yet again, they are imperative in the business since they assist with producing income for the organization to work. These stakeholders will be impacted in several ways by communications. For Jack Thompson and Chip Bryant, our communications efforts will enable them to understand the data provided to their customers. Because customer communications will be clear and concise, technical support will be able to perform their duties with greater efficiency. This also helps us understand joining deals and try to resolve minor issues regarding the product. Customers and clients will benefit greatly from improved communication. Corporate documents and records regarding the product will be clearly understood and written for this specific customer group. If our correspondence is written with our audience in mind, the communication environment in this area will greatly improve. Established Practices Many communication practices will contribute to the approach to talking to your stakeholders. Our stakeholder letters should be written for different groups of people. These different groups are high-tech, low-tech, lay audiences, multiple audiences, and writing for future audiences (Gerson & Gerson, Technical communication: Process and product 2018). This is because our stakeholders include lay audience readers, low-tech audience readers, and high-tech audience readers. We can guarantee that everyone will be able to comprehend our communication if we revise it for this audience. Concise technical communication, which is a major goal, is another practice for our communication environment. We accomplish this by working on words, sentences, and passages. We want to achieve conciseness because it saves time and makes the text easier to read. This will make it easier for everyone to convey information quickly and thoroughly. The use of chronological order in the installation instructions and communication is another practice that should be established for customers. The

6 client's approach should be clear and complete so that appropriate progression can be followed. With communications from dedicated help and outreach team partners, we will structure the conduct of communications by importance, issue, and schedule. Along these lines, the staff's time won't be squandered while perusing correspondence chains and they will get the main data that likewise answers the issue. The use of a glossary, an alphabetized list of terms placed after your conclusion/recommendation (Gerson & Gerson, Technical communication: Process and product 2018) is one practice that will be established for customers. All instructions will contain separate corresponding information for these contents. This glossary will incorporate specialized terms that are put in the guidelines and transactions. In the situations where specialized terms should be added, they will be remembered for this glossary. With the stakeholders, we'll give a little foundation data so everybody can be in total agreement about our items and administrations. What’s more, abbreviations will be kept out of correspondence with our clients. To the extent that interchanges kept in touch with the outreach group and specialized help, the utilization of language and abbreviations can be utilized marginally depending on the circumstance and its reference. Laying out these practices will permit the organization to fabricate and zero in on the most ideal correspondence climate. To further develop the communication climate of the organization and partners, a system will be established so that managers in the mobile sector can consider it as an asset. The accompanying system is displayed below: 1. Determine Objective 2. Determine the audience profile 3. Develop messages. 4. Select Correspondence, Channels 5. Lay out Possible Associations and Assets 6. Carry out an Arrangement 7. Evaluate communications plans and make corrections

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7 Through the above system, managers in the mobile department can develop professional and non-technical communication methods and plan special events when these inquiries are resolved. In general, the communication environment's most important focus and analysis should be on product documentation. Developing certain practices, such as streamlining amendments, identifying, and connecting with the right people, making letters understandable and concise, handling language and abbreviations, and remembering key partners will further develop the letter's vibe. When extraordinary undertakings are entrusted to achieve results, the communication structure will help move the department on board and will also help in general. Through these efforts, the communications climate is dissected, and specific areas of focus are developed. Professional communications teams must be well prepared to prepare themselves for work in the portable sector. To begin preparing dedicated communications groups, we should first develop an arrangement for supervisory staff in multifunctional departments to prepare these systems and teach them to existing workers. There are a few things that should be worked on for BOLDFlash to find success, things, for example,  The office's usefulness should be settled.  All departments' communication needs to be greatly improved.  Representative partnerships should be established. Item documentation, specialized assistance correspondence, and inward business processes all need improvement. By focusing on these central areas, it ensures the ease of

8 business operations and increases deal development, product quality and consumer loyalty. For BOLDFlash to come to fruition, there were a lot of areas to deal with, communication systems, coordinating working techniques, developing strategies, communication systems and clear rules. Communication Strategies First Steps in Preparing and Transferring Knowledge to Portable Department Supervision Teams, these rules for existing workers are implemented by deciding on communication procedures. “Listening generally involves a five-step process: attending, understanding, interpreting, responding, and remembering.” (Redmond & Downs, Listening skills training 2008). At the BOLDFlash portable division, supervisory group didn't effectively pay attention to their worker's interests so integrating this technique will help the BOLDFlash association, particularly the workers. Another system that could be carried out or valued is by keeping the workers in the circle of progress. “When employees don’t understand why changes are happening, it can be a barrier to driving ownership and commitment and can even result in resistance or push back.” (Galbraith, 2018). I feel that associations should really be constantly thinking about telling their representatives about future changes. By conducting business as usual, a sense of solidarity is fostered, and a distinction is made between innovative and non-professional employees. With this approach, one must also be able to communicate that data clearly. Another important communication skill is to be prepared to convey a sound and concise message. This technique promotes mental clarity and focus. By all accounts, the GM department was confused by the data being provided, making the implementation of the system even more critical. By communicating the data clearly, it will help to get each department's reaction to the necessary data.

9 Within the organization, there are numerous options for communication methods. I believe that communications technology, which has been discussed recently, is the most important area of focus. A variety of communications techniques will be used to prepare multi- functional departmental oversight teams and communicate these new rules to existing representatives. Selected procedural adjustments, keeping employees informed, and finally clearly conveying information in a concise manner can help associations improve their professional relations and overall abilities. These correspondence procedures apply to inward business processes, specialized assistance correspondence, and item documents. Collaboration Strategies The following process that should be used to prepare is a collaborative effort. The next step is to determine the collaborative process for forming a multifunctional departmental steering group what's more, conveying new rules to existing representatives. pool their collective ideas together to generate unique ideas for dealing with problems” (Marquis, Importance of teamwork in organizations 2019) . Coordinated efforts between representatives from various departments are essential for the flawless functioning of the indoor business cycle. The main system of working together that I find helpful is repeat gatherings. It would set up a secure environment and a useful platform for the management team to hear employees' questions and concerns by holding regular meetings with them. Executing the common gatherings, will bind together every one of the workers. Another useful collaboration procedure is to create a positive atmosphere for all association staff. I believe that by implementing this system, representatives will be able to work openly with a quiet mind while having a strong workspace. A stable working atmosphere will support the association’s representatives to benefit from the mistakes they make rather than fear them. “The positive work environment can have a

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10 lot of positive effects on not only the welfare of the individual employee but on the business’ bottom line. If people are happy where they work and the environment they walk into each day, they are likely to be more productive and make fewer mistakes” (Malhan, Here's why great workplace stirred with positivity is essential for the success 2019) Another valuable tip is to recognize co-givers, as it is critical to recognize and recognize the hard work and commitment that representatives put into making the association a success. The method will ensure to help the giver's certainty and urge representatives to team up to help the association and for themselves. We use numerous collaboration techniques across all focus areas, such as commissioning and working with representatives, regarding diversity, and more. Many supervisors use these methods during and after preparation. As all employees work with each other, they are further developing business processes, professional support communications and project documentation processes within the association. Training Methods There are many approaches for learners and other partners to consider when it comes to implementation preparation tips. Utilizing training videos and PowerPoint presentations is one method of instruction. “When it comes to video training, no money is spent to pay someone to train employees. Sine the video is recorded, you just need a venue where you employees can watch and listen to the video and that’s all” (Camtasia, How to make an employee training video (in 5 steps!) 2021). The video is designed to provide a visual representation of how the internal business processes of the BOLDFlash Association work, which also makes it a successful professional communication. The recordings can incorporate a walkthrough and models so that the target group will comprehend the message without any problem.

11 PowerPoint presentations are also a valuable preparation strategy. “PowerPoint is an effective training tool for a variety of reasons - not the least of which is that it is effectively a multimedia platform. Allowing you to present information both visibly and via spoken word, PowerPoint gives you a platform to really reinforce the lessons you want to impart” (Holmes, Tip of the week: How to use PowerPoint as a training tool 2019). A variety of media can be used in PowerPoint presentations, such as recordings, symbols, text, charts, models, etc. Both audio recordings and PowerPoint presentations are prepared to convey a visual message to the target group. BOLDFlash Background Check discusses the difficulties faced by the mobile device sector in global device organizations through the association and its day-to-day practices. Owing to the difficulties BoldFlash and its employees have encountered recently, a training strategy will need to be implemented. The area of focus guidelines document will be a crucial part of employee training and speech enhancement. The development of a professional preparation plan also contributes to the development of the BoldFlash Portable Division. BoldFlash builds the ABCD learning goal model as a basic principle. The ABCD Learning Objectives Model will assist in setting readiness goals, carefully meeting the requirements of multifunctional department oversight groups, and identifying goals to help organizations integrate rules that are truly communicated to workers. The overall goal of BoldFlash is to resolve conflicts between offices and improve collaboration with employees. Based off the conversation with the upper administration, it has been drawn out into the open that the possible wellsprings of contention between colleagues are unfortunate correspondences, rivalry for normal yet, skimpy assets, arguments about jobs, and contrariness regarding approaches and results of objectives. Areas of focus for development are internal business processes,

12 professional management correspondence and project documentation. These are important aspects of running a business, and if used correctly, they will help boost customer satisfaction, efficiency in product and development, and sales growth. Upgrading these areas is of great significance for BoldFlash representatives, who should plan and work on communication methods, coordinating work methods, developing strategies, and determining organizational rules Part #1: The Training Target Audience The interest groups involved in this preparation will be the research and development team, the sales team, and the technical support department. Individuals working in these areas should receive a good education on the activities and practical attributes of the new program and several other programs from the Bold Flash Company. The proposed communication method will bridge data gaps between R&D and the sales/marketing and the technical support teams. This preparation program and rule will be focus on the new antique record to further sales team and technical support team might interpret the new antique to arrive at clients more likely and increase sales. Message By the way, this message should be very clear and brief. The significance or relevance of the message is to guaranty that the message should be group driven and not solitary in process. The team-centered idea will get more "buy-in" from the other department heads and employees below them. As far as the substance, the voice of the message should be legitimate, quantifiable, and useful. A message that is too harsh will result in a hostile workplace, while a message that is

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13 too gentle will encourage disrespect and ongoing issues. The message will be successful if it is reinforced with collaboration values and feedback forums as well as effective communication strategies. Accurately conveyed information will also earn good respect and advance between departments and set an example of proficiency. The overly simplistic focus on project deliverables will not foster teamwork and cohesiveness. The departmental divide will only grow if the message lacks cohesive values, specific project content, and contact information. Each new communication interaction should give enough responses to resolve most questions, rather than raising more inquiries. Critique The advertising group's reminder on the item upgrade ought to be elevated to the next level. Misunderstanding undermines credibility, regardless of the audience, so the message needs to be simple and understandable. The true goal of professional writing is clear writing that says exactly what you want to say. These considerations are convenient and easy to follow. The crowd will easily grasp this unmistakable message. Shocking letters have been costing businesses, industry, and governments. Internally specific letters should be written to convey information rather than to pique public interest using lengthy phrasing and complex words. Disarray, preoccupied people, and results that consume a large chunk of the day to comprehend are undeniably brought about by unwieldy and complex data. Phrases like "make waves" and "create some glimmer" ought not be utilized. " Streak" can be equivocal to the marketing team as they may not have a clue about the measures or degree to which upgrades should be made that will produce a "streak." " create a blaze" ought to be depicted, which will help maximize relevance of given data.

14 Confusion can occur when messages are only compartmentalized within context what's more, doesn't give the crowd the subtleties and thing to do to perform. The advancement of the business depends on innovation's speed and efficiency. The benefits of launching a new product will convince the workforce and lead to proficiency. The message mentions urgency, but providing a deadline and timeline for tasks will not confuse the audience, reduce ambiguity, and increase urgency. Part # 2 Adaptation & Explanation Patrice Davis, director of product development, needed to eliminate and change some key notes and project documents. When a product is packaged, this information is typically delivered to the manufacturing department. To save time, Patrice concluded that the notes should be obtained from her colleagues or through the BoldFlash server. Patrice expects people to know the partners and the servers where reports can be found. The absence of data that isn't sent in the update could prompt sat around attempting to find the colleague and figuring out which server holds the required documentation. There is data is absent from the update, for example, her help contact data and the name of the server alongside the name of the registry in which the envelope can be found. There is no indication that they check with the assemblers when is the best time to get the bundle. Given the number of calls to Tech Support asking about the product release, we are aware that Patrice is looking for ways to save time. Although she has a primary focus program, she would like to discuss this issue with the managing department so that technical support inquiries can be responded to prior to the project delivery date. If not, it is conceivable that unanswered inquiries could cause difficulties with project delivery dates, which may have already been set but an event is being organized to help with technical support.

15 Adaption: Memo #1 From: Patrice Davis - Director, Product Development To: All Department Directors Subject: Revised R&D product release process R&D is making changes to the product release process so that we can reduce the time we are spending manufacturing the product. The new manufacturing package will no longer include special notes. In addition to the notes no longer being included there will also be some revising to ensure that information is accurate and up to date. You can obtain these notes from my assistant, Jacob Taylor at JTaylor@BoldFlash.com. You can also reach Jacob on his ex. 472 for additional questions. Our department sometimes need more time to work on the manufacturing packages. Therefore, I will be dropping the product documentation. If you need to locate specific documentation regarding a product it can be located on our intranet website under the directory called Mobile Division. The name of the folder is labeled Product Information. In addition to this new information. I would like each of you to let me know how much time prior to production start will you need to package the product to come up with a timeframe that works for all of us. Sometime in during the next few months I will be putting together a small team to respond to questions coming from Tech Support. This will allow us to continue to assist Tech Support while being able to move forward towards our next project. I believe that this new process will help make the release of newer products more efficient. I will set up a meeting for us next week to finalize things, but in the meantime please feel free to reach out to me if you have any suggestions or concerns. Best Regard, Patrice Before the revision memo #2 The Director of Sales, Bryant Reese, sent a memo to all department heads about problems with the product delivery process. In this reminder, it describes a lack of collaboration between the client and the outreach team. Bryant heard that sales representatives had yet to hear back about the ideal delivery date. This may arouse the suspicion of the outreach team, even though there has been no confirmation from the customer that the shipments have been completed for

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16 now. This inappropriate communication can lead to delayed delivery dates and a loss of consumer loyalty. The title knew how important consumer loyalty was, but never expressed it in an informed way to better solve customer problems. He has yet to seek input from other leaders on how the outreach team can further determine shipping dates. Such activity may negatively impact BoldFlash while preventing communication with superiors to make the shipping accountability process more efficient. Adaptation memo #2 From: Bryant Reese, Director, Marketing & Sales To: Managing, Department Directors Subject: Product Delivery Commitment Process It has been brought to my attention that our shipping department has been running into issues that is affecting customers’ orders due to delivery dates not be confirmed by our sales team. This is a critical matter that needs to be address at our next staff meeting. In the meantime, to help eliminate these problems moving forward, I recommend the following:  Notify all sales representatives via email when shipping has been confirmed with all customer products.  Create a section on our intranet that displays current shipping dates on customers products.  Create an app where customers can have access to view shipping statues for products and check status of products once products are shipped.  Create a survey for customers after shipment have been delivered to gain customer feedback on how to better serve them. These improvements will help our sales gain insight on shipping statuses for BoldFlash products. During our next meeting I will go more into detail about this new process and look forward to hearing your thoughts. The goal is to have these new procedures bring efficiency to our delivery process. I will also be setting up a meeting with Mark Fisher our director of IT to create a directory and folders on our intranet web page for our sale department. I will also work closely with the sale team on sending out surveys to customers once they receive their delivery. If you have any questions or concerns, please do not hesitate to contact me. Regards, Bryant

17 Adaptation memo #2 In the update of memo #2, you can now see that there is to a greater extent a coordinated effort going on. Rather than leaving out significant data with respect to the conveyance cycle. Bryant offered some suggestions on potential answers to further improve consumer loyalty while further developing communications and shipping processes for shipping and sales department. This memo reveals that Sales Director Bryant goes above and beyond. He suggested ways to implement basic areas that should be addressed within the BoldFlash portable sector. This combination helps capture people's attention by using list items to draw their attention to your goals, making the content clear and short. You can see all the places with different collaboration situations through reminders. One is a gathering with different chiefs, two, he points out that he will likewise follow-up gathering with Mark Fisher, who is the Director of Information Technology with respect to the intranet for his outreach group, and afterward expressing that he will likewise follow up with his group regarding a better approach to acquire criticism from clients for duration support. Conclusion In this document you will see issues related to communication and coordination within the BoldFlash Portable Division. This preparation will not only help the board communicate its message in a clearer and shorter way, but it will also provide a more grounded working environment for coordinated efforts across departments. Clear, brief communications coupled with coordinated efforts eliminate errors both within and outside the mobile department and advance strong collaboration. This preparation should start with internal business processes, as supervisors are responsible for managing employees in their areas of expertise. The primary

18 objective will be to use training to help them improve their collaboration and communication abilities. When the chiefs complete preparation, it will permit them to establish a climate where the can train representatives in their area of expertise that will permit everybody in the organization to work on their abilities and be on a similar degree of understanding References Anonymous. (2016). "Internal Business Processes". Technical Communication IT-520-Q3367. Retrieved from https://bb.snhu.edu/ Anonymous. (2016). "Product Documentation". Technical Communication IT-520-Q3367.

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19 Retrieved from https://bb.snhu.edu/ Anonymous. (2016). "Technical Service Communication". Technical Communication IT-520- Q3367. Retrieved from https://bb.snhu.edu/ . Gerson, S. J., & Gerson, S. M. (2018a). Technical communication: Process and product . Pearson. Redmond, W., & Downs, L. J. (2008, February). Listening skills training . Google Books. https://www.google.com/books/edition/Listening_Skills_Training/A73LEAAAQBAJ? hl=en&gbpv=1&dq=%E2%80%9CListening%2Bgenerally%2Binvolves%2Ba%2Bfive-step %2Bprocess%3A%2Battending%2C%2Bunderstanding%2C%2Binterpreting%2C %2Bresponding%2C%2Band%2Bremembering&pg=PT13&printsec=frontcover . Galbraith, M. (2018, October 31). Don’t just tell employees organizational changes are coming - explain why . Harvard Business Review. https://hbr.org/2018/10/dont-just-tell-employees- organizational-changes-are-coming-explain-why#:~:text=When%20employees%20don%27t %20understand,so%20many%20change%20transformations%20fail . Marquis, A. (2019, February 4). Importance of teamwork in organizations . Small Business - Chron.com. https://smallbusiness.chron.com/importance-teamwork-organizations-14209.html Malhan, A. (2019, April 1). Here’s why great workplace stirred with positivity is essential for the success . Entrepreneur. https://www.entrepreneur.com/en-in/growth-strategies/heres-why- great-workplace-stirred-with-positivity-is/331549#:~:text=The%20positive%20work %20environment%20can,productive%20and%20make%20fewer%20mistakes BOLDFlash – Internal business process artifacts. (n.d.). Southern New Hampshire University, Manchester NH Garfinkle, J., & Esker, R. (n.d.). #1 communication competency be clear & concise . Garfinkle Executive Coaching. https://garfinkleexecutivecoaching.com/articles/improve-your- communication-skills/seven-steps-to-clear-and-effective-communication

9-1 Final Submission

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