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Abstract

The communications manager for a division of a large chemical manufacturer must determine how best to communicate bad news to employees and at the same time assure employees that a final decision about closing the plants had been predetermined. The manager had been informed that the parent company in the US was going to announce a one-time write-off of $370 million against the company''s 1991 earnings. Included in the write off would be the cost of closing four of its plants. Employees at this division had been advised that although it was likely certain plants would be shut down by the mid-1990s, management had made no final decision as to the timing. If employees thought that the decision about when to stop production had been a foregone conclusion, the credibility of management''s open communications policy could be seriously damaged.
Location:
Size:
Large

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Abstract

The communications manager for a division of a large chemical manufacturer must determine how best to communicate bad news to employees and at the same time assure employees that a final decision about closing the plants had been predetermined. The manager had been informed that the parent company in the US was going to announce a one-time write-off of $370 million against the company''s 1991 earnings. Included in the write off would be the cost of closing four of its plants. Employees at this division had been advised that although it was likely certain plants would be shut down by the mid-1990s, management had made no final decision as to the timing. If employees thought that the decision about when to stop production had been a foregone conclusion, the credibility of management''s open communications policy could be seriously damaged.

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Location:
Size:
Large

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