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Restructuring within a large organization, or any organization, can be a very sensitive and often ambiguous process. One of the most important and vital aspects of restructuring is communication and how information throughout the entire process is relayed. It is also important for management or Human Resources to address all of the components pertaining to the restructuring and how it is going to affect all of the employees. Some of these components to be addressed may include a timeline of the restructuring; who it is going to effect and to what degree; are there going to be layoffs or demotions involved; changes in job descriptions; changes in higher management and direct reports; changes in benefits. If the basic aspects regarding the restructuring are not properly and accurately communicated, a sense of mistrust and disloyalty may develop.
In order to maintain this trust and loyalty to an organization, restructuring should be communicated from an employee's direct report or manager and followed as a chain...
In addition, it is key that the information is communicated face-to-face and not through a telephone call, email or even letter. A face-to-face meeting will lessen the possibility of miscommunications or misinterpretations arising. Face-to-face communication has often been considered the richest form of communication because there is room for immediate feedback and a natural tone in the language and therefore, has the ability to decrease any possibility of ambiguity much more quickly compared to other sources of media (Trevino, Lengel and Daft, 1987). Receiving such information via electronic mail may be the least desirable way of communicating in this situation because there is a strong lack of "cues such as voice inflection, pitch and tone, even though it may at times provide rapid feedback and even portray natural language (Trevino, Lengel and Daft, 1987).
The format of presenting such information is also crucial. Ideally, face-to-face meetings could be scheduled individually for…
As a manager of change, I would take the time and extra caution in developing a proper strategy to inform my fellow colleagues of the restructuring and changes to come. I would evaluate the time-sensitivity of the information and how quickly it is expected to not only inform other employees but to also implement the changes, the size of the company and the number of people whom need to be informed. Based on that information, I would develop a strategy to both inform the employees and implement the strategies with the best source of media and highest level of richness possible. For example, if face-to-face communication was achievable due to several varying circumstances I would look at the next richest level, a telephone or conference call, and so on until an appropriate option was found.
Daft, R.L., Lengel, R.H., & Trevino, L.K. (1987). Message equivocality, media selection, and manager performance: Implications for information systems. MIS Quarterly, 11(3), 355-366. Retrieved March 23, 2011, from the JSTOR database
Daft, R.L., Lenger, R.H., & Trevino, L.K. (1987). Media Symbolism, Media Richness, and Media Choice in Organizations: A Symbolic Interactionist Perspective . Communication Research, 14, 553-574. Retrieved March 23, 2011, from http://crx.sagepub.com/content/14/5/553.full.pdf+html
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