Communication at a Ski Resort
At Mt Volcano, the importance of strategic communication with customers is recognised. There is an understanding that developing marketing plans and communication plans for external use will increase this companies income, improve public relations, and assist in efficiently using client information to improve Mt Volcano's products and services.The team at Mt Volcano understand the importance of developing strategic plans to guide longer-term decision-making. We need to know where we want to go and how to get there. Without goals, and a course of action to obtain these goals, it is difficult to coordinate company resources so that the desired outcome is achieved. Communication methodologies for communicating with customers and the public have been included in Mt Volcano's strategic planning.Mt Volcano, however, has not addressed internal communication in the same way. Determining what should be communicated to staff, when it should be communicated, and how it should be communicated is often left up to the decisions of individuals, when there seems to be a need. Internal communication strategies are developed, reactively, when there is a crisis or major event that clearly requires addressing communication issues.
Diagonal communication, that is between different levels and departments of the organization is mainly supervisors finding out what different departments have been told and trying to gain some information from other sources besides their direct superior. Each employee has a role in communication. Messages sent to employees regarding procedures and policies of this organization are not always followed by or supported by management. change is occurring in this organizationIn November 2000, Northwest ski area purchased the financially troubled South-west Mountain Resort. The upward flow of information is critical. Accountabilities should include the real consequences of fulfilling or not fulfilling these responsibilities. A communication problem exists when relevant, timely and appropriate information is not conveyed throughout the organization. During the time of organizational change, communication within the organization and between people of the organization became sensitive and emotional, unproductive and destructive and altogether blocked. Employees suspected management knew more than what they were telling. Suitable education and training will depend on the nature of the position and the particular needs of the individual and their department. If this is the case, it is worth investing in training programs that can teach this crucial skill to people of this organization. All employees should have clearly defined responsibilities for vertical (upward and downward) and for lateral communication appropriate to their position. In the early stages of the merger, staff knew that change was coming, but the direction was not always clear. Roles and responsibilitiesA high-performance system of communication depends on timely, energetic, capable participation of employees throughout the organization. Because information is sent at random intervals, it is difficult for staff to keep updated with current policies and procedures.
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