Objectives are the specific activities that must be completed to achieve goals. Plans shape the activities needed to reach those goals. Managers must examine plans initially and continue to do so as plans change and new goals are developed.

Although this task may seem overwhelming to some managers, it doesn't need to be. Managers simply list and analyze all the tasks that need to be accomplished in order to reach organizational goals.

A manager can group activities based on four models of departmentalization: functional, geographical, product, and customer.

Managers assign the defined work activities to specific individuals. Also, they give each individual the authority (right) to carry out the assigned tasks.

A manager should determine the vertical (decision‐making) and horizontal (coordinating) relationships of the organization as a whole. Next, using the organizational chart, a manager should diagram the relationships.

• Builds employee morale, satisfaction and engagement.
• Helps employees understand terms and conditions of their employment and drives their commitment and loyalty.
• Educates employees on the merits of remaining union-free (if that is the organization's goal).
• Gives employees a voice—an increasingly meaningful component of improving employees' satisfaction with their employer.
• Helps to lessen the chances for misunderstandings and potentially reduces grievances and lawsuits.
• Improves processes and procedures and ultimately creates greater efficiencies and reduces costs.

• Communicate consistent messages.
• Establish a recognizable employment brand.
• Deliver messages from the top that are congruent with the organization's mission, vision and culture.

• Safeguard credibility to establish loyalty and build trust.
• Maintain consistency to establish a strong employment brand.
• Listen to employees and to members of the leadership team.
• Seek input from all constituencies.
• Provide feedback.
• Prepare managers in their roles as organizational leaders.

• Highly effective strategies that are often top-down, with senior management setting the tone for a cascading series of messages.
• A budget that allows for the use of various types of communication vehicles depending on the message to be delivered and any unique issues associated with it.
• A process by which leaders evaluate any particular situation driving the need to communicate and from which key messages will emerge.
• A method for generating feedback and using it to shape follow-up messages.
• A customized delivery approach with communication materials that are easy to understand.

• The CEO and senior managers are ultimately responsible for setting the tone and establishing organizational culture. Key leaders should be coached on their role in ensuring effective companywide communication.
• The HR professional and communication leader also have critical roles, especially in challenging economic environments.
• Managers are responsible for daily communication with their employees and for relating to their peers and colleagues.
• All employees have a responsibility to voice concerns and issues, provide feedback, and listen effectively.

• Company communication policies.
• Effective writing and presentation skills.
• Train-the-trainer initiatives.