04 Dec Unit 8_MT497_Discussion response
13840Respond or elaborate to discussion post below:
Target Scenario
Big changes in a company can make people uneasy, and an acquisition like Target adding a grocer’s prepared foods division would naturally create questions. Employees on both sides will wonder how their jobs, teams, and routines may shift. As the VP of communications, I would focus on helping managers talk about Target’s mission and vision in a way that feels genuine rather than corporate. Target’s mission is to help all families discover the joy of everyday life, and its vision focuses on co creating an equitable and regenerative future with guests, partners, and communities. When managers connect these ideas to daily work, it helps steady employees and gives them something clear to focus on during change.
I would bring managers together to translate the mission and vision into everyday language. Most employees have seen these statements before, but that does not mean they feel connected to them. We would discuss how the new foods division supports Target’s purpose, how it can shape the guest experience, and how it ties into serving our communities. Daft (2021) notes that communication is a major part of a manager’s role and that it is about guiding and influencing others, not just sharing information. With that in mind, managers would practice being open, honest, and confident when answering questions. Employees respond well to leaders who sound sincere, and that sense of authenticity helps lower tension.
The training would also focus on improving communication up, down, and across the organization. During transitions, employees look to managers for clarity, so managers need to keep conversations open, share regular updates, and listen closely to concerns. Daft (2021) explains that communication is most effective when it goes both ways, which means managers should ask questions, pay attention to nonverbal cues, and take feedback seriously. Horizontal communication is just as important because the existing Target teams and the newly acquired division need to operate like one group. Regular check-ins, shared information, and consistent messaging help everyone feel included. Daft (2021) also stresses that open communication reduces the feeling of being out of the loop, which is critical when blending two work cultures.
Throughout the transition, managers would focus on clear, purposeful communication. They would use messages that explain why the change matters and create an environment where employees feel safe speaking up. Daft (2021) highlights the importance of trust, emotional understanding, and listening, especially during times of uncertainty. Managers would practice using different communication channels, such as face to face conversations backed up by follow up messages or small group discussions, to keep information consistent. They would also become more aware of their tone and posture, since nonverbal signals often shape how people interpret a message. When managers use these skills together, the change feels far more manageable and less overwhelming for employees.
Even though change can be uncomfortable, steady and honest communication helps people stay grounded. By giving managers the tools to talk about the mission and vision in a natural way and by building the communication habits described by Daft (2021), Target can help employees move through the acquisition with more confidence. When communication feels sincere, people are more likely to trust the process and stay engaged, even while the organization evolves.
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