Training the Mobile Divisions Management Team

TARGET AREAS AND TRAINING PLAN

TRAINING THE MOBILE DIVISION’S MANAGEMENT TEAM By: Don James Taylor

There are numerous problems that exist at BoldFlash’s Mobile Division Units which comprises of: Manufacturing, Marketing, Sales, and Product Development. These issues involve a lack of structure, communication, and collaboration which is all due to a lack of leadership. There will be new guidelines implemented to address these issues before we eventually lose our teams of intelligent employees, and our business.

Communication:

We will create a culture that places strict emphasis on recurrent communication through giving employees a platform to provide feedback to management. To accomplish this, employees will simply inform management of progress or lack thereof towards project goals. This healthy approach will promote dialog between various departments and management within the organization.

There will also be biweekly visits made to all Mobile Division Units by corporate offices which will allow employees to discuss any problems and or progress made while also providing management an opportunity to assess, and monitor the department’s overall progress. This will bridge the gap in communication that currently exists between our employees and management.

Training starts at the top then works its way to the employees, therefore in order to be able to effectively implement any form of change in an organization, managers must become SME(s) Subject Matter Experts in what we are implementing. This will allow management to communicate and train our employees in an effective manner. Training methods will be used throughout all departments and will include Lectures as well as Discussions in an effort to promote active participation.

Training & Objectives

Lecture with Discussion Introduction:

· Announcement of objectives

· Institution of goals (which provides drive and a path) by connecting objectives with contributor requirements

· Summary of views that are to be established

Body of Lecture:

· A Step-by-step building of focus in question

· Rational Development

· A few well-established phases, sturdily developed

· Good usage of props and inquiries to ignite employee attention, coupled with some maneuvering

· Properly spaced objectives of materials cited

Conclusion:

· Brief summary of addressed material

· Reiteration of the affiliation of this lecture

· Mention of supplemental material that must be researched in order to reinforce learnings

Objectives:

• Understanding Communication Barriers
• To develop sound writing, and oral communication skills
• To teach the importance of Active Listening.

This communication strategy displays how effective communication can demonstrate the success of our business. Change our behavior and perceptions where necessary. While also helping us to achieve our organizational goals.

Objective #1

Business Objectives                                        Communication Objectives

Communication Skills are no longer a soft skill, but it is becoming a key requirement for potential employees. According to mba.com “Communication Skills are a portion of a package that signifies

Leadership Potential.” This essentially conveys that in order to obtain a leadership position, one must be decent at worst, for communicating effectively. Additionally, this enhances business productivity, and builds a logic of trust that ultimately surges business efficiency. This communications training plan will introduce our new Employee Communications Policy, and will facilitate the (MDMT) Mobile Division Management Team with enforcement, and leading by example; through communicating clearly, aptly, and well across various departments nationally and internationally.

Collaboration:

The cliché: “There is strength in the numbers” or from a business perspective, “There is power in Collaboration Within the Workplace” could not be any further from the truth. Collaboration within BoldFlash quite frankly does not exist. There are conflicts and huge communication gaps that exists between departments. For instance, the Sales Department made independent offers and wholesaled products below market rate so that they could meet their sales goals. This was done without the consideration of the Product Department’s inventory.

Sales also did this without any communication with other functional departments. BoldFlash departments were focused on their own agendas instead of working collaboratively with the Product Development Department to improve products or meet the customer’s needs. This ultimately fostered a business culture that was not always focused on the business, but their own departmental results. The failure to collaborate and work as a team also resulted in losing a serious market need for storage devices made for tablets. To make matters worse, the losing continued as the competitive edge and gain went to our competitors in an expanding market. In addition, this also caused a huge divide amongst departments company-wide.