You are the news director of a mid-sized TV news station in a medium-sized city, around 250,000 people. One of your responsibilities is to manage the news team, from interns and reporters to producers and anchors, while in the newsroom. You often are part of the hiring and firing decisions as well as moderate when issues arise amongst employees – before they are escalated to HR, when necessary. For the most part, you have dealt with mundane issues over the years related to scheduling and office romances gone bad. You are known for being firm but forgiving. Your newsroom prides itself on having a family-like culture because your news team members work long hours together – often during elections and breaking news cycles – to put together the shows and to keep the community informed. This means many employees spend more time with their coworkers than their own families and become comfortable with each other quickly. The station is owned by a major media organization that has more than 100 TV stations across the country and places high expectations on its employees’ professionalism and credibility. Recently, one of the station’s reporters, Sam Shields, was fired for mishandling a story that ended up in court. This was his first reported offense, ? and the details were limited. The firing was contentious because he was an award-winning journalist who was well-known and trusted in the community. His charisma and relationships helped the station get stories first, despite not being the most prominent, and better sources. Now, he will be going to a competing news station in the area. While reviewing Sam Shields’ internal electronic communication to make sure all loose ends were tied up with stories, your manager alerted you to an unpleasant discovery. Shields and another employee, senior health reporter Jennifer Lutz, have been spending substantial time on internal communications tool, Slack, disparaging other employees, citing days when they skipped work because they didn’t feel like coming, and referring to other instances of unprofessional behavior. These messages happened both during and after working hours. They had the Slack channels synced between their phones/computers. The computers are property of the news station, but the phones they used may or may not have been owned by the station. [NOTE: The newsroom has two forms of internal (written) communication – email and Slack. Slack is a chat-style program where channels can be made. There are both official channels made by teams working on projects and more informal channels like a lunch channel and a meme channel, where employees will share funny memes with those who enjoy memes. There is also a private messaging option through Slack.] Lutz was recently promoted from general health reporter to senior health reporter after just one year. She won a regional Emmy for her work on covering the health disparities amongst different communities within the city. Before working for your TV station, she was the star of a small- market TV station (less than 50,000), where she was known for her hard-hitting reporting and being the daughter of the station manager. She has had no disciplinary issues while at your station. You knew that Lutz and Shields were friends. Lutz often posted photos of them together on social media sites, including Facebook and Instagram. Most of the photos were weekend outings like hiking together with their dogs or going kayaking at nearby lakes. They also go out for drinks or to play trivia, but they never posted inappropriate content on social media or talked negatively about their jobs/the station on social media platforms that were publicly available. They did not appear to have a romantic relationship; however, romantic relationships are allowed but not encouraged. They must be disclosed to HR. Your station and the media organization that owns it has a vague policy related to social media (Facebook, Twitter, and Instagram) that informs employees that they are not to disparage the company, the station, employees or sources; they should be responsible when they post because they represent the company and the station; and when in doubt about whether they should post something or not, do not post and check with management. There are no official policies related to use of internal communication channels other than the station provides the equipment, information storage, and communication tools for employees to perform their jobs effectively and that all company property – physical or digital – is subject to inspection at any time with or without notice or consent. Your station needs these internal channels for the news team to discuss and brainstorm ideas and develop community within the organization, but you don’t want employees using internal electronic communication inappropriately and getting too personal. You are faced with a couple of issues: You only discovered this misconduct because reporter Sam Shields was fired. Shields was a popular reporter but he is already gone. Now you have to create a plan of action for how you want to proceed with Jennifer Lutz, a rising star in health reporting at your station, and managing internal communications channels. This should be an actionable plan, which can include giving her another chance or letting her go. You will also need to develop a station-wide plan for internal communications expectations, management, and discipline for all employees moving forward. Your Case Study should: 1. Explore the implementation, use, and management of electronic communication media in the workplace; 2. Examine how social media contribute to the blurring boundaries between personal and professional life; 3. Highlight differences between casual, family-like cultures and rule-driven workplaces; 4. Examine the role of a leader within employee management 5. Develop an efficient and effective plan (actionable plan) for responding to this employee based on the information provided (do not try to go back and implement rules that didn’t exist before) and then outline a plan that would be implemented with new employees going forward, including a potential termination process. This should be detailed and based on research. Paper Structure Requirements: • Cover page – Title of paper, your name, academic affiliation, class, professor’s name, term/date • 5 full pages of content (not including the cover page or reference page) • Double-spaced • Times New Roman • 12 pt font • 1-inch margins . Please number your pages • Citation page – Minimum of 7 sources (see below the section on sources and citations) Sourcing and Citations • Types of sources – A paper is only is strong as its sources, so I want you to really focus on finding sources that explore the issues at hand and can be used to build an argument for the actionable plan. o Academic research articles (refereed journals) – use the Troy University Library Database or Scholar.google.com o Professional research center and/or professional journal articles (Pew Research Center, Harvard Business Review, Columbia Journalism Review) o Newspaper/Magazine Articles o Industry watchdog articles Purchase answer to see full attachment Explanation & Answer: 5 pages Tags: Effective communication Strategic Communications Case Electronic communication media User generated content is uploaded by users for the purposes of learning and should be used following our company’shonor code & terms of service.