Question: Your manager has asked you to develop a communication plan to let employees know that management would like to address employee issues. First, you want to outline the meaning of effective communication. Describe the key messages you would relay, along with the most important steps to implement. Give examples of possible communication noise. Explain your choices in communication channel$($s$)$ and approach$($es$).$Case:You have just moved your family to Bermuda to take up a post as general manager at one of Bermuda's five$-$star, luxury properties, managed by a well$-$known international chain. The property is owned by a New York pension fund, which has supported the property's initiatives to be a community leader, saying: $"$In this market, good community relations are critical. We thrive on the goodwill of policy makers who set employment and tax rules, convention organizers who introduce us to customers, and citizens who not only create the island's ambience but who may also be our employees."Employees at your property are unionized and contracts are bargained island$-$wide for the industry as a whole. Collective bargaining for a new three$-$year contract is already underway as you take up your post. Any agreement must be accepted by the majority of hotels in the group, and followed by all. No hotel can opt out. You rise or fall together. The negotiations are not going well and employees are threatening rotating strikes, either island$-$wide or$,$ selectively, by property. The key issue is compensation. This is causing some panic among hoteliers as the convention season is fast approaching. A strike at this time will be disastrous to the bottom$-$line, and employees know this.While your hotel remains profitable, margins have been falling, and one of your mandates is to reverse the trend. Bermuda is a very competitive market with a shrinking tourist base. Demographics are changing, travellers now have mfre options, and unlike other tropical islands Bermuda is not a year$-$round sun destination. You also notice that there is a big difference in income between senior management and other employees from lower management on down. In addition, the executive team and most senior managers are not Bermudians, but have been brought in from elsewhere. While the hotel does offer benefits and training to their hourly staff, you have come to realize that most Bermudians working in hospitality have at least two jobs, often leaving a full shift at your hotel to do a full shift elsewhere on the same day. This is because the cost of living in Bermuda is so high. The necessity to work two jobs means allegiance to one brand or one hotel is limited$.$ Socially, it also means kids often don't see their parents during a work day and so work life balance is big issue.