Communication Infrastructure Strategy Essay

Communication Infrastructure Strategy

(Instructions)

As a nurse leader, the role of communication is fundamental to your position as well as being crucial to the overall success of the department or unit you are managing. Whether it is changes in policies and procedures across the organization or leadership changes or even management of gossip, both positive and negative, your department’s success depends on how effectively you communicate this information to all members of your staff. The first step to doing this is to develop a plan of action, in other words, how you will disseminate the information. Your plan includes many details: staff meetings, frequency of meetings, which shifts, what is covered, and quality standards. You will also need to consider generational differences and communication preferences of a diverse staff when deciding upon the best means of communication whether it be through face-to-face meetings, emails, texting, virtual meetings, or the department bulletin board. In this assignment, as a nurse leader managing a department, you will create a communication infrastructure Communication Infrastructure Strategy Essay.

Before starting this assignment, research communication strategies and infrastructures that have proven successful in information dissemination and could be used in a health care organization or department.

*This assignment is to create a communication infrastructure strategy document with 1,400 words in length.This will be developed by completing contents below:

Develop an organizational chart of how information will flow to staff and write out the organization of information.
(Possible points: 3)

Create a chain-of-command diagram for top-down and bottom-up communication.
(Possible points: 3)

Develop an actionable Plan for the types of information to be communicated.
In this actionable plan, these below six sub-bullets need to be included and explained in detail thoroughly.(Possible points: 4.5)

Policies and procedures
Leadership changes
Staffing changes
Compliance and regulations
Department or unit goals
Any other information

Develop templates and tools to use.
(Each sub-bullets need to be included in templates and tools and explained thoroughly with a rationale of why each is needed)(Possible points: 4)

Agenda
Measurable objectives or goals
Minutes or note taking
Brainstorming
Meeting effectiveness evaluation tool
Feedback loop
*The Introduction provides sufficient background on the topic and previews major points.

  • The conclusion is logical, flows, and reviews the major points.
  • must include a minimum of Six scholarly references with a minimum of one in-text citations for each reference in APA format.
  • More possible points meaning, you need to focus and explain in detail thoroughly.

Communication infrastructure strategy

Introduction

There has been increasing attention on the undertakings of medical facilities, particularly the communication aspects that influence performance and care outcomes. Even as human interactions turn into disputed and argued topics, a dialogue-based approach is still considered the best approach for informing the actualities of medical care. Evaluating communication in health facilities is in the heart of the increasing focus on language as part of the fiduciary duty that medical personnel owe other stakeholders (Robbins, Judge & Millett, 2013). The present paper discusses the aspects of a successful communication infrastructure strategy that is applicable in a medical facility.

Organizational chart
Figure 1. Organization chart for the medical facility

Chain-of-command diagram
Figure 2. Bottom-up communication approach and chain-of-command

Figure 3. Top-down communication approach and chain-of-command

Develop an actionable plan
The plan is intended to support the department activities and programs facility through interactive and timely communication that allows the stakeholders to develop commitment to and understanding of the department expectations. In fact, it outlines the approaches to be applied when engaging the department stakeholders along with the general principles to be applied when communicating and overall objectives of communication (Boje, Burnes&Hassard, 2012). The actionable plan identifies six types of information to be communicated as discussed.

Firstly, there is a communication intention to inform stakeholders about both new policies and procedures as well as any intended changes. The communication will occur through convenient messaging, and carried out using training sessions, emails, bulletins and staff briefings. The communication frequency would be as needed. The target audience will be all the personnel engaged in the department. The owner of the communication will be the facility’s legal advisor, department director and top level management (Kreps, 2011).

Secondly, there is a communication intention to inform stakeholders about leadership changes. The communication will introduce the changes to the management staff and process to include any department reconfiguration. The key message would be the objective of the leadership changes and justification in terms of improving department efficiency, effectiveness and stability. Training sessions (for reconfigured operations) and management core brief (for change in leadership) would be used to transmit the message. The communication frequency would be once. The target audience would be all the department personnel. The owner of the communication will be the facility’s legal advisor, department director and top level management (Kreps, 2011).

Thirdly, there is a communication intention to inform stakeholders about staffing changes and updates. The communication will be through convenient messaging that display who is in or out of the department, team activities and event. The message will be transmitted through frequently asked questions (FAQs) database, department white board, newsletter, training sessions, e-mails, and bulletin board. The newsletter would be used every quarterly while the other communications would be used as needed. The target audience would be all the department personnel. The owner of the communication will be the direction of human resource management, chief legal advisor, department director and top level management (Abigail & Cahn, 2011).

Fourthly, there is a communication intention to inform stakeholders about compliance and regulations. The key message would be the need to reconfigure department operations to address compliance and regulation expectations while improving department stability, effectiveness and efficiency, and the communication will be transmitted using training sessions and core briefs. The communication frequency will be once. The target audience will be all department personnel. The message owner will be the facility’s legal advisor, department director and top level management (Abigail & Cahn, 2011).

Fifthly, there is a communication need to inform stakeholders about the department goals. The key message would be the importance of the goals as well as an overview of the strategy for achieving the goals and activities to be conducted. The message would be transmitted using core brief and personnel engagement workshops. The communication frequency will be once. The target audience will be all department personnel. The message owner will be the facility’s legal advisor, department director and top level management (Graetz, Rimmer& Smith, 2011).

Finally, there could be a need to communicate other information not included in the five types of information already discussed. In this case, the communication, key message, target audience, and communication owner would dependent on the message and objective. The message would be transmitted using core briefs, training sessions, personnel engagement workshops, personnel briefings, bulletins, emails, bulletin board, newsletter, department white board, FAQs database, patients’ engagement plan, information leaflets, liaison meetings, lunchtime seminars, and displays. Other communication approaches that can be used include partnership boards, annual reports, annual conferences, website, surveys, questionnaires, suggestion box, brag board, scoreboard, intranet, blog, web banner, press releases, events calendar, informational events, and consultation forums. The communication frequency would be as needed (Trenholm, 2011).

Develop templates and tools to use
Agenda
An agenda is a purposed meeting/forum with preselected participants with the intention of discussing common objectives.

Agenda:
Date:

Time:

Venue: (location, building and room number)

Attendees: (names)

Absentees with apology: (names)

Absentees without apology: (names)

Time Item Owner/Facilitator
1. Welcome (Name, designation)
2. (Name, designation)
3. (Name, designation)
4. Any other business (Name, designation)
5. Adjourn (Name, designation)
Meeting notes:

Measurable objectives or goals
A measurable objective is a framed realistic intention with a definite timeframe.

Initial objective/goal (Initial framing of the objective to be achieved)
Specific (What is to be achieved? Who is part of the activities? When it is to be achieved? Why is there a need for the goal?)
Measurable (How would the goal’s progress be measure to determine success or failure?)
Achievable (Are the available skill-sets enough to achieve the objective? If not, can the required skills be obtained from other sources? What motivated the objective being set? Is the effort expended in achieving the objective matching the outcomes to be achieved?)
Relevant (What was the objective set at this time? Does it match the overall objectives set for the facility?)
Time-bound (When should the objective be realized? Is the timeline for the objective to be realized realistic?)
SMART objective/goal (Review what has been written so far and use the information to frame a new objective statement based on how each of the previous questions was answered.)

Minutes or note taking
Minutes are key points from a meeting or discussion, and that are transcribed in note taking.

Title
Date
Location
Called by
Participants
Facilitator
Note taker
Confidentiality
Duration

Agenda
Item number Topic Presenter Allotted time

  1. …. hrs…mins
  2. …. hrs…mins
  3. …. hrs…mins
  4. …. hrs…mins

Discussions and conclusions
Item 1.
Topic
Presenter
Discussion
Conclusion
Next course of action
Person responsible Next action Delivery date

Item 2.
Topic
Presenter
Discussion
Conclusion
Next course of action
Person responsible Next action Delivery date

Item 3.
Topic
Presenter
Discussion
Conclusion
Next course of action
Person responsible Next action Delivery date

Item 4.
Topic
Presenter
Discussion
Conclusion
Next course of action
Person responsible Next action Delivery date

Additional notes

Brainstorming
Brainstorming is an informal meeting intended to evaluate common problems and explore possible solutions.

Meeting effectiveness evaluation tool
A meeting effectiveness evaluation tool is intended to assess the participants perceptions concerning a meeting and whether it achieved the intended objectives.

Meeting evaluation
Thank you for attending this meeting. We are interest in getting your feedback about the meeting effectiveness. Please take some time to offer an opinion about the meeting within this evaluation tool.
PLEASE ANSWER THE QUESTIONS AS DIRECTED.

Indicate the statement that best fit your sentiments in the Likert scale as presented.

 Strongly agree  Agree   Not sure    Disagree    Strongly disagree

Attending the meeting was good use of my time.
The meeting’s objective was clarified.
The meeting was the right length of time.
If you disagree with the above statement about the meeting being the right length of time, was it Too short Too long
I feel that I contributed to the meeting and the contribution will be useful.
The meeting’s format was effective in achieving the set objective.
Please rate the following items
Excellent Good Average Poor Very poor
Location for the meeting
Meeting facilitation
Meeting materials

What is the most likeable aspect of the meeting?
What is the least likeable aspect of the meeting?
Other comments

Feedback loop
A feedback loop is a tool that assesses the targets of an intervention in terms of achieving the intended objective.

Feedback mechanism Timing Purpose Responsibility Measure
(Could be question-answer box, response board, feedback-suggestion box, team meetings, focus groups, and questionnaires-surveys) (How often the mechanism is used) (Intention for applying the feedback mechanism) (the person responsible for applying the feedback mechanism and overseeing its use) (percentages and other statistical outcomes to show implications)

Conclusion

One must accept that professional expectations in medical facilities have been the basis for passionate discussions on communication. In addition, one must acknowledge that a successful communication plan should formalize the communication expectations as part of the strategy. Developing a feasible communication plan begins with an understanding of the organizational chart and chain-of-command diagram, which direct the official communication channels available within the facility. Also, the plan should make a distinction between the different types of communication based on the communication intentions. Besides that, each communication understand would have a unique recording and evaluation approach. In this respect, a communication strategy directs addresses all communication aspects Communication Infrastructure Strategy Essay.

References

Abigail, A. & Cahn, D. (2011). Managing conflict through communication (4thed.). Boston, MA: Allyn & Bacon Publishers.

Boje, D., Burnes, B. &Hassard, J. (2012). The Routledge companion to organizational change. New York, NY: Routledge.

Graetz, F., Rimmer, M. & Smith, A. (2011). Managing organizational change (3rded.). Milton: John Wiley & Sons Australia.

Kreps, L. (2011). Communication in organizations. San Diego, CA: Bridgepoint Education Publishers.

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Communication infrastructure strategy

Introduction

There has been increasing attention on the undertakings of medical facilities, particularly the communication aspects that influence performance and care outcomes. Even as human interactions turn into disputed and argued topics, a dialogue-based approach is still considered the best approach for informing the actualities of medical care. Evaluating communication in health facilities is in the heart of the increasing focus on language as part of the fiduciary duty that medical personnel owe other stakeholders (Robbins, Judge & Millett, 2013). The present paper discusses the aspects of a successful communication infrastructure strategy that is applicable in a medical facility.

Organizational chart
Figure 1. Organization chart for the medical facility

Chain-of-command diagram
Figure 2. Bottom-up communication approach and chain-of-command

Figure 3. Top-down communication approach and chain-of-command Communication Infrastructure Strategy Essay.

Develop an actionable plan
The plan is intended to support the department activities and programs facility through interactive and timely communication that allows the stakeholders to develop commitment to and understanding of the department expectations. In fact, it outlines the approaches to be applied when engaging the department stakeholders along with the general principles to be applied when communicating and overall objectives of communication (Boje, Burnes&Hassard, 2012). The actionable plan identifies six types of information to be communicated as discussed.

Firstly, there is a communication intention to inform stakeholders about both new policies and procedures as well as any intended changes. The communication will occur through convenient messaging, and carried out using training sessions, emails, bulletins and staff briefings. The communication frequency would be as needed. The target audience will be all the personnel engaged in the department. The owner of the communication will be the facility’s legal advisor, department director and top level management (Kreps, 2011) Communication Infrastructure Strategy Essay.

Secondly, there is a communication intention to inform stakeholders about leadership changes. The communication will introduce the changes to the management staff and process to include any department reconfiguration. The key message would be the objective of the leadership changes and justification in terms of improving department efficiency, effectiveness and stability. Training sessions (for reconfigured operations) and management core brief (for change in leadership) would be used to transmit the message. The communication frequency would be once. The target audience would be all the department personnel. The owner of the communication will be the facility’s legal advisor, department director and top level management (Kreps, 2011).

Thirdly, there is a communication intention to inform stakeholders about staffing changes and updates. The communication will be through convenient messaging that display who is in or out of the department, team activities and event. The message will be transmitted through frequently asked questions (FAQs) database, department white board, newsletter, training sessions, e-mails, and bulletin board. The newsletter would be used every quarterly while the other communications would be used as needed. The target audience would be all the department personnel. The owner of the communication will be the direction of human resource management, chief legal advisor, department director and top level management (Abigail & Cahn, 2011) Communication Infrastructure Strategy Essay.

Fourthly, there is a communication intention to inform stakeholders about compliance and regulations. The key message would be the need to reconfigure department operations to address compliance and regulation expectations while improving department stability, effectiveness and efficiency, and the communication will be transmitted using training sessions and core briefs. The communication frequency will be once. The target audience will be all department personnel. The message owner will be the facility’s legal advisor, department director and top level management (Abigail & Cahn, 2011).

Fifthly, there is a communication need to inform stakeholders about the department goals. The key message would be the importance of the goals as well as an overview of the strategy for achieving the goals and activities to be conducted. The message would be transmitted using core brief and personnel engagement workshops. The communication frequency will be once. The target audience will be all department personnel. The message owner will be the facility’s legal advisor, department director and top level management (Graetz, Rimmer& Smith, 2011).

Finally, there could be a need to communicate other information not included in the five types of information already discussed. In this case, the communication, key message, target audience, and communication owner would dependent on the message and objective. The message would be transmitted using core briefs, training sessions, personnel engagement workshops, personnel briefings, bulletins, emails, bulletin board, newsletter, department white board, FAQs database, patients’ engagement plan, information leaflets, liaison meetings, lunchtime seminars, and displays. Other communication approaches that can be used include partnership boards, annual reports, annual conferences, website, surveys, questionnaires, suggestion box, brag board, scoreboard, intranet, blog, web banner, press releases, events calendar, informational events, and consultation forums. The communication frequency would be as needed (Trenholm, 2011) Communication Infrastructure Strategy Essay.

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Develop templates and tools to use
Agenda
An agenda is a purposed meeting/forum with preselected participants with the intention of discussing common objectives.

Agenda:
Date:

Time:

Venue: (location, building and room number)

Attendees: (names)

Absentees with apology: (names)

Absentees without apology: (names)

Time Item Owner/Facilitator
1. Welcome (Name, designation)
2. (Name, designation)
3. (Name, designation)
4. Any other business (Name, designation)
5. Adjourn (Name, designation)
Meeting notes:

Measurable objectives or goals
A measurable objective is a framed realistic intention with a definite timeframe.

Initial objective/goal (Initial framing of the objective to be achieved)
Specific (What is to be achieved? Who is part of the activities? When it is to be achieved? Why is there a need for the goal?)
Measurable (How would the goal’s progress be measure to determine success or failure?)
Achievable (Are the available skill-sets enough to achieve the objective? If not, can the required skills be obtained from other sources? What motivated the objective being set? Is the effort expended in achieving the objective matching the outcomes to be achieved?)
Relevant (What was the objective set at this time? Does it match the overall objectives set for the facility?)
Time-bound (When should the objective be realized? Is the timeline for the objective to be realized realistic?)
SMART objective/goal (Review what has been written so far and use the information to frame a new objective statement based on how each of the previous questions was answered.) Communication Infrastructure Strategy Essay.

Minutes or note taking
Minutes are key points from a meeting or discussion, and that are transcribed in note taking.

Title
Date
Location
Called by
Participants
Facilitator
Note taker
Confidentiality
Duration

Agenda
Item number Topic Presenter Allotted time

  1. …. hrs…mins
  2. …. hrs…mins
  3. …. hrs…mins
  4. …. hrs…mins

Discussions and conclusions
Item 1.
Topic
Presenter
Discussion
Conclusion
Next course of action
Person responsible Next action Delivery date

Item 2.
Topic
Presenter
Discussion
Conclusion
Next course of action
Person responsible Next action Delivery date

Item 3.
Topic
Presenter
Discussion
Conclusion
Next course of action
Person responsible Next action Delivery date

Item 4.
Topic
Presenter
Discussion
Conclusion
Next course of action
Person responsible Next action Delivery date

Additional notes

Brainstorming
Brainstorming is an informal meeting intended to evaluate common problems and explore possible solutions.

Meeting effectiveness evaluation tool
A meeting effectiveness evaluation tool is intended to assess the participants perceptions concerning a meeting and whether it achieved the intended objectives Communication Infrastructure Strategy Essay.

Meeting evaluation
Thank you for attending this meeting. We are interest in getting your feedback about the meeting effectiveness. Please take some time to offer an opinion about the meeting within this evaluation tool.
PLEASE ANSWER THE QUESTIONS AS DIRECTED.

Indicate the statement that best fit your sentiments in the Likert scale as presented.

 Strongly agree  Agree   Not sure    Disagree    Strongly disagree

Attending the meeting was good use of my time.
The meeting’s objective was clarified.
The meeting was the right length of time.
If you disagree with the above statement about the meeting being the right length of time, was it Too short Too long
I feel that I contributed to the meeting and the contribution will be useful.
The meeting’s format was effective in achieving the set objective.
Please rate the following items
Excellent Good Average Poor Very poor
Location for the meeting
Meeting facilitation
Meeting materials

What is the most likeable aspect of the meeting?
What is the least likeable aspect of the meeting?
Other comments

Feedback loop
A feedback loop is a tool that assesses the targets of an intervention in terms of achieving the intended objective.

Feedback mechanism Timing Purpose Responsibility Measure
(Could be question-answer box, response board, feedback-suggestion box, team meetings, focus groups, and questionnaires-surveys) (How often the mechanism is used) (Intention for applying the feedback mechanism) (the person responsible for applying the feedback mechanism and overseeing its use) (percentages and other statistical outcomes to show implications)

Conclusion

One must accept that professional expectations in medical facilities have been the basis for passionate discussions on communication. In addition, one must acknowledge that a successful communication plan should formalize the communication expectations as part of the strategy. Developing a feasible communication plan begins with an understanding of the organizational chart and chain-of-command diagram, which direct the official communication channels available within the facility. Also, the plan should make a distinction between the different types of communication based on the communication intentions. Besides that, each communication understand would have a unique recording and evaluation approach. In this respect, a communication strategy directs addresses all communication aspects Communication Infrastructure Strategy Essay.

References

Abigail, A. & Cahn, D. (2011). Managing conflict through communication (4thed.). Boston, MA: Allyn & Bacon Publishers.

Boje, D., Burnes, B. &Hassard, J. (2012). The Routledge companion to organizational change. New York, NY: Routledge.

Graetz, F., Rimmer, M. & Smith, A. (2011). Managing organizational change (3rded.). Milton: John Wiley & Sons Australia.

Kreps, L. (2011). Communication in organizations. San Diego, CA: Bridgepoint Education Publishers.

Robbins, S., Judge, T. & Millett, B. (2013). Organisationalbehavior (7thed.). Frenchs Forest, NSW: Pearson Australia.

Trenholm, S. (2011). Thinking through communication (6thed.). Boston, MA: Allyn & Bacon Publishers.

bbins, S., Judge, T. & Millett, B. (2013). Organisationalbehavior (7thed.). Frenchs Forest, NSW: Pearson Australia.

Trenholm, S. (2011). Thinking through communication (6thed.). Boston, MA: Allyn & Bacon Publishers Communication Infrastructure Strategy Essay.

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