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"“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” ... 11 Communication Plan for Manufacturing Plant Student’s Name Institutional Affiliation Instructor Course Date Communication Plan of a Manufacturing Plant Background In manufacturing companies, organization employees are at the centre of an organization. Most of them are at the front lines with the ability to change strategy into results. At the culmination of the day, the plant employees have the responsibility of ensuring that the operations are conducted smoothly, a product reaches consumers timely, and quality products are manufacture with the appropriate specifications. However, despite the primary role they play, manufacturing plants are disjointed (Adejimola, 2008). That disengagement is embodied with a hefty price which is paying a negative role in the performance of manufacturing plants just as they are being challenged to increase their efficiency and effectiveness to the company compared to previous years. To realize rapid growth around the globe, the manufacturing industry is attempting to standardize operations and continuously leverage operations. Such kind of effort needs a company to possess highly invested employees (Obiekwe, O& Eke, 2019). For this reason, natural communication naturally is primary on the path to more highly engaged and motivated employees. However, it can sometimes be challenging to plant employees due to natural challenges that accompany workplace. Some may not frequently be on Smartphone’s or emails, or they may be having various shifts to manage, and the environment may be less conducive, which makes it challenging for them to have one-on-one conversations. Policies for Oral, Written, and Non-Verbal Communications Interpersonal communication in a manufacturing plant is the way employees or people communication with others. It may involve a group of p-people, another person or the members of the public. In some instances, it may encompass non-verbal, written or non-verbal communication. In the manufacturing industry, when an individual is communicating with others, they need to consider the person they are talking to, the type of information they want to deliver and the most appropriate and relevant form of communication change. In some instances, such issues may be determined by the information an individual wants to communication (Obiekwe, O& Eke, 2019). At all times, it is required that the staff members remain polite, respectful to both the clients and one another. At no time should they sear, raise their voice, speak in a way belittling another. Cultural awareness is also another essential element when communicating in a cultural plant. All individuals working in the plant need to recognize that individuals emerge from varying backgrounds and cultures, and they also accompany various attitudes, different values and beliefs (Obiekwe, O& Eke, 2019). All staffs in the plant need to exercise non-judgmental communication remain respectful and are tolerant of the differences prevalence between each other (Adejimola, 2008). When communicating with other individuals from other cultural backgrounds, the staffs need to be careful to ensure that cultural differences in both oral and non-verbal communication are considered. A manufacturing industry aims to establish a work environment that is supportive and safe for people with disabilities. The industry will ensure that alternative communication methods are maintained and developed when relevant, for instance, voice recognition, translators and browser readers (Obiekwe, O& Eke, 2019). Professional development will be guaranteed for all plant employees to ensure that this process is efficient. The manufacturing plant will also establish rules for the transfer of information. Comprehending how to use the various types of communication and adhering to the correct procedures in the company assists to ensure that information reaches the relevant people and place. Communication here may be external or in internal or both (Ohuruogu et al., 2020). In a manufacturing plant, internal communication occurs between employees and staff at the plant. External communication is between the employees at the manufacturing plant and clients or other communities members such as media (Adejimola, 2008). There are routine workplace protocols for written communication, such as receiving and sending information and verbal communication, such as following and giving instructions and messages. At the manufacturing plant, there will be various written communications that are used. Letters, faxes, email, reports, memos and forms will be used for both internal and external communication. Minutes and agendas, procedural and technical manuals will be used for only internal communication (Prabavathi, & Nagasubramani, 2018). Workplace signs, whiteboards and pin-ups will also only be used between employees and other staffs within the plant. The manufacturing plant will also only allow a few verbal communications. Telephones will be used both for external and internal communication. Meetings and handovers will be employed to communicate internally between employees (Prabavathi, & Nagasubramani, 2018). How the employees speak to other people will also make a significant difference in how they will receive information. However, the manufacturing plant will ensure that verbal communication is improved by ensuring that it is concise and clear (Ohuruogu et al., 2020). It will also only encourage professional and friendly oral communication within the company. The plant will also emphasize active listening and provision of appropriate feedback. Procedures For Communications Involving Conflict Management And Decision Making The manufacturing plant is an equal opportunity employer. The Company prides itself in this cultural diversity and conducive working environment. The company has a grievance policy to ensure that the manufacturing plant has a grievance policy as an avenue to guarantee a harassment-free environment. The appropriate and exemplary way of curbing issues is open communication (Ohuruogu et al., 2020). If an employer identifies issues as possible areas of conflict and debate, the company reduces the potential of the challenge. The manufacturing plant will hold regulars staff meetings where such issues will be raised and discussed .the employs will be open to say whatever they want since they are free to raise their voice and opinion without fearing any form of rebellion, retribution to ensure that they assist in defining the issues before they escalate to devastating heights. Suppose the conflict issue involves another staff member or groups. In that case, the company recommends discussing the problem directly amongst them with one person present to act as a witness if that is necessary. The place the matter will be explored is an open but a private place where no other person is listening. The discussion should be assertive but not aggressive (Ohuruogu et al., 2020). The people in conflict should ensure that they remain claim at all times and never raise their voice. They should also objectively explain the issue and clearly state any revolutions that individual wishes to experience. If the issue fails to be resolved using the technique mentioned above, a mediator may be used. A mediator is individuals that can objectively get both individuals to explain their grievances and state their side of their narrative. They may be a supervisor or a workmate. Nonetheless, there needs to be a careful consideration if it’s a workmate acting as a mediator, it is impartial and remains confidential about the details of the issue. When mediation is complete, both parties should explain their feelings on the issue (Ohuruogu et al., 2020). They may also agree with their supervisor about it. At this phase, the conversation may still be under informal since they will be required to write any formal report. If the member involved hate talking to each other, then they may discuss the issue with the supervisors. The supervisor may either explore the problem, and it will be the responsibility and decision of the staff to take the matter further. In some instances, the supervisors may discuss the issue with another person, and the matter which will ultimately solve the issue or the supervisor along with the consent of the conflicting staffs agree to escalate the matter further. The next level is one of the formal procedures, and a manager, or supervisor or a human resource manager may be requested to join the discussion. Discussion details may be entered into an individual’s record (Ohuruogu et al., 2020). The staff member may be requested to ask for a representative to step in. At this point, the conflict or grievance will be discussed either without the conflicting individuals represent or the second party present. In the manufacturing plant, outcomes of a grievance procedure may include better comprehension and improved relations between colleagues. It will also encompass a reprimand, either verbal or written. Sometimes the conflict may involve a disciplinary action or counselling for both or one of the parties. Process and Tools Used To Communicate Between Departments in Specific Situations Social Intranet Software Every organization experiences a transition phase where it becomes apparent that its internal communications are failing. Mostly with its Information and Technology, the approach is to move ahead with technology without asking why it’s done (Aleksandrovna, & Aleksandrovna, 2018). By looking out for a few signs and symptoms within the organization, an individual’s can gauge the type of software or tools that will leverage how members communicate. Some of the systems may include difficulty remaining relevant and updated with the company announcements and news (Aleksandrovna, & Aleksandrovna, 2018). It may also include separate departments and employees and documents going missing or getting burned in spam folders or emails. Some may be affected by too much paperwork. The manufacturing company can help solve this situation by creating a central portal where everyone can access all critical data, documents, communications and contracts in one place regardless of their current location. Social intranet software will ensure that this is possible to allow costs by lowering and reducing the costs of maintaining information technology (Aleksandrovna, & Aleksandrovna, 2018). In the era of telecommuting and BYOD, an intranet solution in a manufacturing plant cultivates a workforce that is more flexible that leverages productivity by aligning employees towards the same objective. Group Messaging, Private And Chat Tools. In the manufacturing plant, project teams and employees need collaboration instruments to assist them in working effectively and collaborating effectively. Without having a platform that will enhance collaboration, it is challenging for them to share ideas and keep tabs on group processes. In many instances, emails got unread, lost, or they become frustratingly and boring to read (Blessing, & Varnai, 2017). Offering an ideal way of teams to communication ensures that members can follow each other and assists them to be more productive. There is a need for the manufacturing plant’s IT to establish the following symptoms; first, it should check whether the organization is experiencing inboxes clogged with unwanted or unnecessary emails. Second, it should also check for inability to get precise information because email threads are unnecessarily long. Third, the company should check whether the progress and responsibilities among ram members are unclear. For this reason, group and private messaging applications will help to eliminate the need for emails, and this will ensure that the teams keep collaborating effectively. Its characteristics are instrumental, primarily when teams are focusing on discussing and debating about work. It is essential when employees are spread across geographical locations in different and varying locations with different time zones (Blessing, & Varnai, 2017). Besides, although public Facebook Groups may be operational, dedicated intranet chats services are vital since they guarantee that everyone is just a tap away. They can also be employed in ensuring that files are shared better since it has a drag-and-drop- function. IT can also ensure that the employees search for contacts or past conversations. Task Management The overall business performance may fail if the company fails to have an efficient task management tool. Combining a robust management tool will help the manufacturing plant to transform how its employees complete the most crucial and vital elements in an organization which is their jobs. Without having a robust project management system within the organization, many of the initiatives could be confusing and may make members remain unsure about what they should be doing (Eisenhower, T. (2020). Such matters increase whenever the company management fails to have a direct way to monitor communication or process hence detaching them from the issues. The manufacturing plant should watch for some of the following signs, and this will call for a need for a task management tool: First, management fails to understand the status of the ongoing initiatives. Second, when the staff is confused while executing some of their responsibilities is another reason this tool is useful (Eisenhower, T. (2020). When the company fails to have an organized system to control all projects, expectations and an individual’s to report are unclear to team members (Blessing, & Varnai, 2017). To solve these problems, the manufacturing plant will need to install a task management communication tool since it is crucial to solving these challenges. From completion to execution, task management software assists employees and directors to achieve their goals as successfully and efficiently as possible. Managers in the manufacturing plant can directly link responsibilities and roles to team members and track how they are progressing. They can also set and create privity settings and due dates which appears in an organized list for every individual involved (Eisenhower, T. (2020). Task management having inbuilt-in communication tools will assist employees in the manufacturing plant to understand who is delegating a task, when it is needed and the level of significance to ensure that the company plans effectively. Discussion Forums Sharing essential knowledge and information at the workplace is a crucial element for internal growth and community. In manufacturing plant, veteran workers can trim and develop new talents on what’s required within the plant, assisting them in understanding and knowing how various issues are done quickly and with fewer mistakes (Blessing, & Varnai, 2017). Simultaneously, a digital workspace where workers can ask questions, workplace issues and discuss projects helps to bond everyone within the plant. If employees receive no response for their questions or concerns, and the management is divided on a few issues, then there is a high chance that there is a need to develop a discussion form within the company. As such, a discussion forum tool encourages employees and management to discuss some of the topics affecting the company openly (Eisenhower, T. (2020). Discussion forums within an organization disseminate internal information and knowledge will bringing everybody closer (Blessing, & Varnai, 2017). They are also crucial for archiving organizational information and sometimes, conversations that drive and produces the most valuable ideas. Spaces When a branch or department locations fail to have their space to share pertinent knowledge, ideas or information, internal communication may become a messy experience. The heads of the department may fail to have an organized way of sharing their information with employees in other locations, divisions or departments and employees within that segment may not have designated place to get information, ideas and opinions about the ongoing issues in the organization (Blessing, & Varnai, 2017). In doing so, such issues may also isolate departments and branches from one another hence resulting in an all-round disjointed company. In the manufacturing company, management personnel possessed a complicated experience sharing department-wide news directly with other staff members. Besides, members were unable to understand places where they can find relevant information related to a particulate group within the organization (Blessing, & Varnai, 2017). In the company, the staffs were also unaware of the news happenings in the organizations hence making their operations challenging. For this reason, Spaces are one of the best communications tools that can help the company to divvy important files, content and people, into one livable place. A company can establish a space within their department for anything (Eisenhower, T. (2020). The company should also create permissions to designed individuals that can disseminate information, control, receive notifications and monitor the space about every updated without overwhelming the inboxes. References Adejimola, A. S. (2008). Language, communication and information flow in entrepreneurship. African Journal of Business Management, 2(11), 201-208. Aleksandrovna, T. N., & Aleksandrovna, L. L. (2018). Employer's Brand: Development mechanism and diagnostic tools. TURKISH ONLINE JOURNAL OF DESIGN ART AND COMMUNICATION, 8, 528-536. Blessing, V., & Varnai, P. (2017). Evidence on mechanisms and tools for use of health information for decision-making (Vol. 54). World Health Organization. Eisenhower, T. (2020). 11 Foolproof Business Communications Tools Every Company Should Be Using. Retrieved from: https://axerosolutions.com/blogs/timeisenhauer/pulse/283/11-foolproof-business-communication-tools-every-company-should-be-using Obiekwe, O., & Eke, N. U. (2019). Impact of Employee Grievance Management on Organizational Performance. International Journal of Economics and Business Management, 5(1), 1-10. Ohuruogu, B., Chinyere, A. R., Nwodeh, O. R., Okechukwu, M. S., & Ikechukwu, A. C. (2020). Stress and Social Conflict Management in An Organization. Stress, 10(6). Prabavathi, R., & Nagasubramani, P. C. (2018). Effective oral and written communication. J. Appl. Adv. Res, 3(S1), 29.