04 Dec Unit 8_MT497_Discussion response
13841Respond or elaborate to discussion post below:
PepsiCo recently acquired a food-delivery business, and now a formerly competing division is undergoing major restructuring. Employees from both legacy PepsiCo associates and those from the acquired company are understandably anxious about job security, integration, and cultural fit. In times like these, the risk of rumors, miscommunication, and disengagement rises sharply. In our text, Daft (2021) says that leaders must communicate with purpose, consistently linking decisions and actions back to the organization’s mission, vision, and values. As VP of Communications, I propose we launch a manager training program to ensure our leadership team strengthens their ability to communicate PepsiCo’s vision, mission, and values. This will unite everyone around a common purpose, reduce uncertainty, and preserve trust.
PepsiCo’s mission and vision:
Mission: “Create more smiles with every sip and every bite” (PepsiCo., n.d.)
Vision: “to be a best-in-class and admired global food company that places sustainability at the center of our business strategy, seeking to drive growth and build a stronger, more resilient future for PepsiCo and the communities where we operate.” (PepsiCo., n.d.)
Training Program Overview
Objectives
Equip managers to clearly articulate PepsiCo’s mission, vision, and values
Foster open communication
Build manager competence in both vertical and horizontal communication
Promote transparency and candor
The training program will also highlight both vertical and horizontal communication best practices. Vertically, managers will learn to create an open communication climate by encouraging upward feedback, asking open-ended questions, and being transparent about what is known and unknown during the transition. Horizontally, the program will promote strong cross-department collaboration, especially between PepsiCo teams and the newly integrated employees. Bringing peer groups together will foster shared understanding, accelerate cultural integration, and reinforce a unified sense of purpose across the organization.
Key Concepts from Daft (Chapter 17)
Purpose-Driven Communication & Influence: As Daft puts it (2014, pg. 610), managers must direct attention toward vision and values to persuade and align behavior. Conduct training that emphasizes framing messages in terms of shared purpose, so employees feel part of something larger than just restructuring.
Open Communication: Foster an environment where communication flows freely both vertically and horizontally. Encourage feedback, questions, and sharing concerns
Channel Richness: Teach managers to select communication channels strategically. Encourage face-to-face discussion since it is the richest medium.
Nonverbal Communication & Candor: Emphasize that what isn’t said can matter as much as what is said. Tone, facial expressions, posture, and sincerity influence how messages are received. Managers need to be trained to align verbal messages with nonverbal cues to avoid unintended signals of uncertainty or insincerity.
Asking Questions & Active Listening: Encourage managers to ask open-ended questions (not just deliver news), invite concerns, and actively listen. This is imperative to build trust, surface hidden anxieties, and allows managers to address them proactively.
This training will aim to reduce uncertainty, strengthen trust, and align all employees around PepsiCo’s long-term mission and vision. By equipping managers with the skills to communicate openly, authentically, and purposefully, PepsiCo can navigate the restructuring with clarity and integrity while building a more connected and resilient workforce for the future.
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