Internal Communication Plan Group 5 2 - Tài liệu tham khảo | Đại học Hoa Sen

FACULTY OF LANGUAGES & INTERNATIONAL CULTURES INTERNAL COMMUNICATION PLAN
Instructor: John Bayarong, M.B.A. Group 5: Trần Trọng Nghĩa 22114266 Phí Ngọc Tuấn 22000753 Bùi Nguyễn Bình Uyên 22009663 HO CHI MINH CITY, AUGUST 2023 Table of Contents
1. Executive Summary ...................................................................................................... 1
2. Background of the organization .................................................................................... 2
2.1. Business Activities: ............................................................................................... 2
2.2. Achievements: ....................................................................................................... 2
3. Vision, Mission, and Goals ........................................................................................... 3
3.1 Vision ..................................................................................................................... 3
3.2. Mission .................................................................................................................. 3
4. Organizational Structure ............................................................................................... 5
4.1. Demographics ........................................................................................................ 5
4.2. Organizational Culture .......................................................................................... 5
4.3. Communication Tools ........................................................................................... 6
4.4. Internal Communication needs .............................................................................. 6
5. Goals and Objectives of the Plan .................................................................................. 8
6. Identify Key messages of the organization ................................................................... 9
7. Audiences .................................................................................................................... 10
8. Internal Communication Tools ................................................................................... 11
8.1 Existing Communication Tools ............................................................................ 11
8.2 Applying New communications tools .................................................................. 12
9. Implementation Plan and Timelines ........................................................................... 14
10. Monitoring and Evaluation ....................................................................................... 16 1. Executive Summary
The paper provides an in-depth examination of the internal communication
initiatives at KIELO Joint Stock Company. The paper provides an in-depth look at
KIELO’s organizational structure, with a particular emphasis on providing great
outdoor beds and umbrel as for both domestic and foreign markets. The company's
employees have demonstrated outstanding dedication, resulting in notable results
that have elevated KIELO’s position in the industry.
Despite its recent inception, KIELO has made amazing growth in a short period of
time. The adoption of an effective internal communication system has been a
critical contributor to this accomplishment. To support seamless internal contacts,
the organization currently uses communication technologies such as Email and
Zalo. KIELO must strive to change its different internal communication patterns
in order to develop a unified workforce that works confidently.
KIELO attempts to develop a communication-driven culture that drives innovation,
increases performance, and catalyzes growth throughout the business by utilizing
a variety of strategic techniques. As KIELO plots its next steps, the importance of
improving communication channels remains crucial. Beyond maintaining top-tier
product quality, effective internal communication is a cornerstone in cultivating a
robust organizational culture, one that supports better communication and ensures
KIELO's long-term development. 1
2. Background of the organization
Kielo Cushion Corporation, known as Công ty Cổ phần KIELO in Vietnamese,
operates under the brand name KIELO CUSHION. The company was founded on
August 15, 2021, and currently employs a workforce of 180 personnel. Mrs.
Nguyen Hong Duc serves as the Director of the company. Logo:
Locations: The company's headquarters and manufacturing facility is located at
169 Dong Thanh Street 1-4, Hamlet 6, Dong Thanh Commune, Hoc Mon District,
Ho Chi Minh City, Vietnam. Additional y, Kielo Cushion Corporation has a
European Reference Office & Showroom situated at Männistöntie 4 C 5, Veikkola, 02880 Kirkkonummi, Finland. Contact Details: - Telephone: 098 368 4432 - Fax: 098 368 4432 - Email: lydia@kielo.co - Website: www.kielo.co 2.1. Business Activities:
Kielo Cushion Corporation specializes in the manufacture and export of various
commodities, including cushions, sofas, foam, mousses, outdoor parasols, and
tents. Among these products, cushions, and parasols are the company's primary
focus. The organization is dedicated to producing high-quality items for both
domestic and international markets.
Target Communication Audience: Kielo Cushion Corporation aims to reach a
diverse audience, encompassing both internal and external stakeholders. Internally,
the company communicates with its 130 personnel, ensuring effective coordination
and cooperation within the organization. External y, the target audience comprises
customers, suppliers, investors, and other partners across the globe. 2.2. Achievements:
Despite being a relatively young company, Kielo Cushion Corporation has
achieved significant milestones in a short period. Its commitment to producing top-
tier products has led to the establishment of strong partnerships with prominent
clients like ICA, IKEA, JYSK, RUSTA, Kingfisher, Carrefour, and Bauhaus. 2 3. Vision, Mission, and Goals 3.1 Vision
At KIELO, our vision is to establish an unparal eled reputation global y,
encompassing Europe, America, Australia, and beyond. We strive for this
outstanding recognition through our unwavering commitment to superior quality,
impeccable craftsmanship, affordability, punctual delivery, and an extensive
selection of fabric options. Our mental picture entails becoming the foremost
choice for customers seeking exceptional cushions and related products worldwide. 3.2. Mission
Our mission at KIELO Cushion is to consistently create high-quality products that
blend competitive prices with unparal eled craftsmanship. We are dedicated to
continuously improving and diversifying our product range to cater to the evolving
needs of our esteemed customers. We firmly believe that our offerings wil not
only resonate with consumers in Vietnam but also garner widespread appreciation across the globe.
Goals and Activities Flowchart Our Mission Statement
Promoting the best goods in both domestic and international markets
adhering to the highest standards of quality and design. Goal Goal Goal
Constantly producing Enhancing
itemsBringing to the globe a new
handmade goods o continuously to mee viewpoint on Vietnamese
the utmost quality a consumer demands. goods. affordable rates. 3 Activities: Activities: Activities: 1. Has regularly 1. Generate fres 1. Corporate websit monitored
staff product ideas by studyin design that stands out wi training. product
improvemen the best photos or video measures an about the products. 2. Using high- competition class fabrics but stil 2. Other than the office communication ensuring to reach in Finland, initiatives to strategies. many customers. establish further branche 2. Upgrading elsewhere in the world. 3. Utilizing equipment regularly to Vietnamese fabrics 3. One of the things tha culture to save cost serve al
custome support the business rea requirements. and expand out is the close relationship international y. 3. Consult
client it has with clients like ICA feedback to keep makin IKEA, JYSK, RUSTA,
improvements to theKingfisher, Carrefour, and product. Bauhaus. 4 4. Organizational Structure
KIELO, an Exterior Design and Manufacturing company, operates with a focused
and efficient organizational structure. The core of the company's management
team is the Factory Manager, overseeing al aspects of the factory operations.
Reporting to the Factory Manager are three specialized Manufacturing Teams,
each responsible for different aspects of the manufacturing process.
The first Manufacturing Team is comprised of skil ed professionals responsible
for transforming innovative exterior designs into detailed production plans. They
work closely with the design team to ensure that the designs are feasible for
manufacturing and provide valuable insights for efficient production.
The second Manufacturing Team is in charge of the actual production process.
Consisting of craftsmen, technicians, and skil ed workers, this team brings the
designs to life, utilizing their expertise to create high-quality exterior products that meet the company's standards.
The third Manufacturing Team is focused on quality control and assurance. These
experts meticulously inspect the finished products, ensuring they meet the strict
quality standards set by KIELO. Their role is crucial in maintaining the company's
reputation for delivering top-notch exterior products to its customers.
All employees at KIELO are ful -time workers, dedicated to their specific roles
within the manufacturing teams. The central hub of operations is the company's
Factory, where the entire manufacturing process takes place. With this streamlined
structure and a team of dedicated professionals, KIELO remains committed to
excel ence in exterior design and manufacturing, continuing to thrive in the competitive market. 4.1. Demographics
At KIELO, we have a diverse team with people from different backgrounds and
experiences. We believe in equal opportunities and strive for a balanced
representation of genders, ethnicities, and cultures. Our workforce includes
seasoned professionals and talented newcomers, creating a vibrant and dynamic environment. 4.2. Organizational Culture
At KIELO, the organization's culture is characterized by a Clan Culture, creating
a friendly and cohesive work environment akin to a big family. Approachable
leadership promotes trust and knowledge sharing, encouraging continuous
learning. Decision-making involves everyone, regardless of position, fostering a
sense of inclusion and empowerment. The company also values work-life balance, 5
supporting employees in managing their work and studies effectively. Furthermore,
KIELO's commitment to social responsibility is evident through active community engagement. 4.3. Communication Tools
At KIELO, the company utilizes five primary communication tools.
Firstly, Zalo These tools play a pivotal role in facilitating effective communication
among the staff and management. Zalo serves as a real-time messaging platform,
enabling instant and efficient interactions between team members, al owing for
quick updates and seamless col aboration throughout the day.
On the other hand, Email serves as a formal means of communication, used for
sharing important announcements, official documents, and longer messages
requiring a structured format. By understanding the current communication tools,
KIELO can identify potential areas for improvement and ensure that the team's
communication needs are met effectively. The organization remains open to
exploring new communication solutions to enhance col aboration further and
address any existing gaps in its current setup.
Furthermore, KIELO also employs two other communication methods: staff
meetings and an annual year-end party. Staff meetings facilitate information
exchange, project discussions, and resolution of issues that require direct
conversation. The year-end party serves not only as a gathering event but also as
an opportunity for employees to showcase their commitment and share memories
in a non-work environment. These activities are crucial in fostering a friendly and
cohesive organizational atmosphere.
Lastly, KIELO also has plans to enhance its social media presence. By utilizing
platforms such as Facebook, and Instagram, the company can disseminate
information about projects, achievements, core values, and organizational culture
to a broad audience of potential prospects and existing customers. This strategy
aids in bolstering brand recognition and cultivating stronger relationships within the community.
4.4. Internal Communication needs
Internal communication is an important factor for any organization to succeed.
KIELO Company is not stable yet, because it is a subsidiary with a family
management chain, communication needs should be promoted through activities
such as creating col aborations with employees because the number of employees
is smal the aim to foster col aboration, KIELO has to create a platform that would
al ow employees to share ideas, work on projects together, and col aborate
seamlessly across different teams and departments. In addition, creating 6
communication skil s training sessions can help employees improve their
communication skil s, including active listening, effective presentation, and
conflict resolution. When working in a smal or large team, the head of the
company needs to create a chal enge to exercise the employee's work productivity
and recognize the employee's achievements, which can boost employee morale.
and promote a positive work environment. By addressing these needs and
implementing the suggested strategies, KIELO can enhance its internal
communication practices, leading to a more developed and developed organization. 7
5. Goals and Objectives of the Plan GOAL
Our goal is to establish a highly efficient internal communication system
fosters seamless information sharing encourages active participation
empowers employees to make informed decisions, leading to enh
col aboration and organizational productivity. OBJECTIVES 1 OBJECTIVES 2 OBJECTIVE 3
Implement a Centralize Enhance Employe Communication Skil s
Communication Platform Feedback Mechanisms Training
Within six months, deploy Within three months Within five months, a user-friendly and establish regula conduct communicatio
centralized communicatio feedback sessions anskil s training session
platform that provides anonymous suggestio for al employees an
quick access to importanboxes to col ect valuabl management. Focus o
updates, documents, a insights from active listening,
announcements for a employees. Analyze th effective presentation
employees. Ensure that thfeedback received t and conflict resolution
platform supports real-tim identify communication to enhance
messaging and file sharin chal enges andcommunication to facilitate efficient opportunities for capabilities. communication. improvement.
By achieving these specific and time-bound objectives, KIELO aims to transform
its internal communication practices, creating a col aborative and empowered
workforce. Through the strategic implementation of these objectives, KIELO wil
cultivate a communication-driven culture that fosters innovation, efficiency, and
growth throughout the organization. 8