Essays on Communication at Carumba Corporation Case Study

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The paper 'Communication at Carumba Corporation " is a good example of a management case study. Communication is necessary for business just as it is in the political and cultural environments. It enables people to pass on ideas, opinions, values, and expectations to others. In business especially, communication is used to make offers, issue commands, give promises, issue warnings, make appointments, and thank different stakeholders as indicated by Goldkuhl (1998, p. 2). Hana and Wilson (1998, cited by Conrand & Newberry 2011, p. 5) specifically define business communication as the “ process of generating, transmitting, receiving, and interpreting messages in interpersonal, group, public, and mass communication contexts through written and verbal formats” .

In the featured case study, it is apparent that communication is used dynamically in Carumba Corporation more so to communicate the need for change, issue commands, and issue threats. This report discusses the case of Carumba Corporation as contained in the case study and recommends that having been made aware of his apparent lack of business communication skills through responses to the leaked memo, Valquez should consider acquiring knowledge that will inform his future communication approaches. Discussion Carumba Corporation’ s Chief Executive Officer (CEO) Ramon Valquez’ s message to managers as indicated in the case study is a reflection of what all CEOs who want their organisations to be a successful wish for – job commitment, good management, and profitable businesses.

The communication is also a reflection of the mistakes that CEOs (or other managers) make when communicating to employees working under them. In the communiqué , Valquez makes it very clear about his dissatisfaction and the steps he will be taking in order to remedy the situation.

Although he makes it very clear that employee management is the responsibility of the managers, he goes ahead to state what he intends to do by the end of the following week. He further states that the managers have a problem, which they should fix or he would replace them. In addition to his message being threatening, it is also contradictory in the sense that he states what he will do to remedy the situation, but still goes ahead to give the responsibility to ‘ fix’ the situation to the managers. Despite Valquez inviting responses from the managers, it is evident that his top-down communicative approach was meant to give directions, issue warnings and threats, and stop the apparent ‘ less than 40 hours’ work schedules in the corporation, and not in all genuineness open up the conversation on how best managers could increase productivity in their respective departments.

As explained by Olkkonen, Tikkaneen and Alajoutsijarvi (2000) however, the target audience of such business communications are often likely to influence each other as they interact and share their interpretations of the message.

Such interactions are evident in the ‘ leaked’ memo on Facebook and the responses that Valquez received from his managerial audience. Valquez’ s selection of email communication as the channel for communicating his concerns and future strategies also reflects that he probably downplayed the significance of his message. Following the media richness theory by Lengel and Daft (1988), it is evident that email communication is a less-rich medium compared to face-to-face communication. As indicated by Lengel and Daft (1988, p. 226) “ non-routine communications have greater potential for misunderstanding and are often characterised by time pressure, ambiguity, and surprise” .

In other words, since Valquez does not send similar messages to the managers regularly, his choice of communication channel should have been informed by the need to exchange information with the managers and clear any ambiguities in order to achieve a “ meeting of minds” between him (the sender) and the managers (the receivers) (Goby 2007, p. 426). For example, it appears that Valquez’ s major contention with the managers is the working hours of employees. Through a different channel (for example through a management meeting), he could have initiated a discussion about whether restrictive working hours are better positioned to increase the company’ s profitability as opposed to the prevailing flexible working hours.


Conrad, D, & Newberry, R 2011, ‘24 business communication skills: attitudes of human recourse managers versus business educators’, American Communication Journal, vol. 3, no. 1, pp. 4-23.

Goby, V P 2007, ‘Business communication needs a multi-cultural perspective’, Journal of Business and Technical Communication, vol. 21, no. 4, pp. 425-437.

Goldkuhl, G 1998, ‘The six phases of business processes- business communication and exchange of value’, Accepted to Beyond Convergence: The 12th Biennial ITS Conference- ITS’s 98, Stockholm, 21-24/6, pp. 1-20.

Guffey, M E 2007, Essential of Business communication, 7th edn, Thomson Higher Education, Mason, OH.

Lengel, R H, & Daft, R L 1988, ‘The selection of communication media as an executive skills’, The Academy of Management Executive, vol. 4, no. 3, pp. 225-232.

Olkkonen, R, Tikkanen, H, & Alajoutsijarvi, K 2000, ‘The role of communication in business relationships and networks’, Management Decision, vol. 38, no. 6, pp. 403-409.

Shelby, A N 1993, ‘Organisational, business, management and corporate communication: an analysis of boundaries and relationships’, Journal of Business Communication, vol. 30, pp. 241-267.

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