7-2 Final Project Milestone Three Training
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Southern New Hampshire University *
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520
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Communications
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Feb 20, 2024
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Module 7-2 Final Project Milestone Three: Training
IT 520: Technical Communications
Southern New Hampshire University
January 28, 2024
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Introduction
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, 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
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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
The proposed specialized strategies incorporate coordinated interdepartmental preparation discussions, pictorial slideshows of the various parts and going with portrayal of the properties and elements of the parts in the slideshow and fostering a consistent criticism channel with the sales team, and technical support that would review the record before the item is delivered to the market. The intended message of these selected expertise is to increase the project awareness of the presentation and professional help teams so that they can provide adequate data to their clients. With these selected communication systems, the professional help team will have a positive attitude toward new projects and be prepared to address new elements and project execution issues raised by outreach teams and clients. According to the case study, management had agreed that communications between internal and external lack focus, discipline and are always in need of improvement. Any management handling employees’ 3
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responsibilities would require technical communications with management to be much more clear, concise, and relevant to their intended and specific area (Garfinkle, 2019).
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.
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.
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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.
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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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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
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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 objective will be to use training to help them improve their collaboration and communication 8
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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.
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References
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
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