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Company Communication - Edited

The document discusses a CEO negotiating with a company's CFO about installing new accounting software. It suggests the CEO negotiate for a gradual 8-week implementation instead of the proposed 2 weeks to minimize employee impact. It also advises ensuring collaboration between the CFO and HR manager in planning and implementing the software installation together through clear communication.

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Daniel Gitau
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26 views3 pages

Company Communication - Edited

The document discusses a CEO negotiating with a company's CFO about installing new accounting software. It suggests the CEO negotiate for a gradual 8-week implementation instead of the proposed 2 weeks to minimize employee impact. It also advises ensuring collaboration between the CFO and HR manager in planning and implementing the software installation together through clear communication.

Uploaded by

Daniel Gitau
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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a) negotiate with the CFO to review his Accounts Software Project, so that it is

implemented gradually in 8 weeks instead of two weeks, and the retrenchment is also

minimized?

Communication is one of the company's cores to reduce retention issues and build on the ability

to set and achieve goals; it also makes employees feel valued. The above situation showed a lack

of communication from top management down to their departmental or subordinates (Men,

2014).

The Ceo should negotiate with the company’s CFO concerning the installation of the proposed

accounts software. To do this, the Ceo must negotiate with the CFO to set smart goals that

include being specific, measurable, achievable, realistic, and, lastly, timely. The CFO's proposed

accounts software should be very specific. This means that installing the accounts software must

answer the question of why there is a need to install the software and who will be involved in the

process of the software installation (Cothran & Wysocki, 2019). Also, the Ceo should negotiate

with the CFO to ensure that the proposed software's goal is measurable, whereby he will need to

include the indicators of measuring the success of the software. The Ceo must also let the CFO

know that the goal of the software installation must be achievable and how well they will be

achieved (Cothran & Wysocki, 2019). CFO should also be made to understand that the software

installation must be realistic. Lastly, the Ceo should negotiate with the CFO to ensure that the

proposed software installation will be timely. Clearly, from the case study, the timeline of two

weeks is not enough to make such an adjustment in the company because there will be much

personnel affected by this timeline. Any projects should be reviewed execute on time. Though

the CFO got direct approval from the CEO about this, the decision downsizing of employees

with very short notice is inappropriate. Therefore, by making the CFO understand that there is a
need to make installing the accounts software smart, the implementation can be gradual and take

eight weeks instead of the proposed two weeks (Cothran & Wysocki, 2019).

b) ensure that there is collaboration between the CFO and Manager HR and both own,

coordinate and implement the plan together?

The CFO should heads-up first the HR department about the Projects that can have a big impact

on the employees, especially staff aged 55 and up. HR is responsible for handling the employees

for promotion, demotion, and separation. The decision of the company to their employees

should always undergo proper communication and due process. The Ceo Should ensure that both

the CFO and the HR manager coordinate in planning and implementing the installation of the

accounts software together. To achieve collaboration from both the CFO and the HR manager,

the Ceo should ensure clear communication and negotiation among them because

communication is key in any organization (Men, 2014).


References

Cothran, H. M., & Wysocki, A. F. (2019). Developing SMART Goals for Your Organization.

EDIS, 2005(14). https://doi.org/10.32473/edis-fe577-2005

Men, L. R. (2014). Strategic Internal Communication. Management Communication Quarterly,

28(2), 264–284. https://doi.org/10.1177/0893318914524536

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