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employees’ feedback and any feedback or suggestion pre or post implementation of the process is always welcomed. Based on their feedback, communication methods would be regularly evaluated and adjusted as necessary to maintain open relationships with employees (Gustin, 2009).

2) Motivating Employees:

Assuring prompt personal feedback on employees’ suggestions, queries or complaints and more openness to ideas and listening to problems (Mueller and Lee,2002). Giving and receiving feedback is an essential approach to discover errors and make improvements (Entrepreneur's Notebook, 2002); however, the feedbacks need not be necessarily positive but should address the employees’ issues providing them appropriate explanations in case their suggestions cannot be implemented so that they are assured that their opinions are not being overlooked or ignored.

Assuring that outstanding contributions or suggestions will be recognized and rewarded.

Assuring regular and more frequent appraisals (possibly biennial instead of annual).

Introducing the planned modifications and listing the resources (Gustin, 2009) for improving the communication process.

Acknowledging employees’ role in developing a better communicative environment in Chesapeake and encouraging employees to actively participate and contribute in the process for their personal benefit and company’s progress, which are related to each other.

3) Implementing changes in the communication process:
Supervisory and Subordinate Communication:

When information regarding ongoing issues in the organization is needed, employees tend to prefer direct interpersonal communication, preferably from their immediate supervisors, over mediated communication (Cameron and McCollum, 1993). From a cognitive point of view people show two fundamental traits. They not only seek new information but also seek confirming information (Hamrefors, 2010) and supervisors or team leaders can be the most important source of such confirming information. Supervisors and team leaders can effectively communicate useful instructions, helpful advice and share organizational news with the workers, along with explaining the rationale behind management decisions (Yates, 2008), thereby helping in building trusting relationships between employees and management (Jo and Shim, 2005). To facilitate this, team leaders or shift coordinators could be provided some assistance in the form of training of communication skills as they are in direct contact with the workers (Gillis, 2007). Outstanding efforts of these supervisors or team leaders in their communication role should be rewarded to motivate them in achieving goals and strategy of the company, addressing employees’ concerns and stimulating behavior change (Yates, 2008).

Communication director:

The large number of employees in the company necessitates some kind of more formal communication practices (Gillis, 2007) especially when communicating with those above their immediate supervisors. Hence to facilitate a meaningful communication a person should be chosen for the post of communication director or communications manager who possesses a sound knowledge of company’s oper本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。