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5 Internal Communication Case Studies and Best Practices To Follow

Alex Cleary

 on  Aug 21, 2024

in  Internal Communications

From employee engagement to workplace culture to change management, businesses often face similar challenges to each other even if those businesses are radically different. While the specifics of these challenges may differ, how other businesses solve these challenges can give you new insights into addressing your own.

We’re always interested in how our customers use ContactMonkey to solve their internal communications challenges, which is why we publish customer case studies. Learn how other businesses solve their communication challenges and get inspiration on ways you can improve your business by using an internal communications tool .

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Decode employee patterns with real-time analytics., what is an internal communication case study.

An internal communication case study examines how a company addressed a specific problem facing their organization, or achieved a specific goal. Communication is crucial for every business, and communication challenges can manifest in all kinds of situations.

An effective internal communication case study will clearly outline the problem, solution, and result of the business’ efforts to reach their goal. An internal communication case study should also outline best practices that were developed in this process, and how those best practices serve the business going forward.

Why are internal communication case studies important?

A good internal communication case study should not only explain the circumstances around a specific business’ problems and solution. It should also help others develop new ways to approach their own internal communication challenges , and shed light on common communication pitfalls that face a majority of businesses.

Whenever you’re facing a particular communication problem at your workplace, we recommend searching out a relevant internal communication case study about businesses facing similar issues. Even though the particulars may be different, it’s always important to see how internal communications problems are solved .

Featured Resource: Internal Email Benchmark Report 2023

5 Best Internal Communications Case Studies

We put together this list of our favourite ContactMonkey case studies that best demonstrate the many problems our internal communications software can be used to solve. If you want to learn more about any of these customers and see other case studies, check out our Customers page .

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1. mettler toledo saves days on their internal communications with contactmonkey.

When Kate Kraley began as Mettler Toledo’s Marketing Communications Specialist, she wanted to use internal communications to increase engagement and improve communication with employees.

But Mettler Toledo —a global manufacturer of precision instruments for various industries—had a confusing and ineffective array of internal communications channels . Here’s how Kate took charge of internal communications at Mettler Toledo with ContactMonkey.

Kate came to an internal communications department tasked with reaching employees through a number of channels. Email was the main focus of their approach, but this encompassed many forms of communication based on email like employee newsletters, eNews, and quarterly email updates.

Kate wanted to improve the quality of their internal communications. She used a variety of tools to create their newsletters, including using Mailchimp and online HTML template builder. But because Mailchimp is not for internal communications , Kate and her team found themselves spending over 8 hours a week building their internal communications:

“We faced challenges with Mailchimp. Since we had to leave Outlook to use Mailchimp, we found it was double the work to maintain distribution lists in both Outlook and Mailchimp. The HTML builder in Mailchimp was also difficult to use as it didn’t work well with older versions of Outlook, compromising the layout.”

Kate also needed a way to determine whether Mettler Toledo employees were actually reading her internal communications. She used Mailchimp to track open rate, but wanted more in-depth measures of engagement. That’s when she switched to ContactMonkey.

Kate found ContactMonkey via the IABC Hub in 2018, and began testing it out. ContactMonkey’s all-in-one internal communications software removed the need to switch from tool to tool. Using our email template builder , Kate now builds visually stunning email newsletters and templates without having to navigate away from Outlook:

She also now has access to her own analytics dashboard . Kate analyzes numerous email metrics like open rate, click-through rate, read time, opens by device and location, and more to see which communications are driving the most engagement. With this new centralized approach, Kate knew she had found the right solution:

“Once I started using ContactMonkey, I realized I was able to save 4 hours of work a week, which translated to 25 days saved per year! ContactMonkey has helped us understand what employees are interested in!”

2. BASF Manages Their Remote Workforce with ContactMonkey

Mark Kaplan is the Global Communications Manager at BASF’s Agricultural Group —a department of the German chemical company BASF SE. Because BASF has offices and production sites around the world, Mark coordinates with other internal communicators across the company to drive employee engagement.

With the success of any business comes new challenges, and BASF isn’t any different. While Mark knew he had to keep others informed of the latest news from the BASF Agricultural Group, he was aware employees would be receiving news from other parts of the company as well.

With many different departments sending their own internal communications, Mark faced a difficult task: keeping employees engaged while being careful not to overwhelm them with countless emails and updates.

“We try to be very strategic with what we’re sending out because people are already getting a lot.”

Not only did Mark have to find a solution that made his email communications more engaging, but he also had to prove the value of whatever solution he chose to management. How could Mark show that he was increasing employee engagement while avoiding tuning out from oversaturation?

Mark began using ContactMonkey to create better internal communications for BASF employees. Using our drag-and-drop email template builder, he designs emails that maximized communication and minimized distractions, keeping information to just what his recipients needed to know.

Mark uses ContactMonkey’s email template library to save time on his email design process. He also uses the easy drag-and-drop format of the email template builder to add multimedia into his email communications to save space and increase their effectiveness:

Mark uses the email analytics provided by ContactMonkey to determine the best times to send internal emails . Not only does email analytics help Mark increase engagement on his employee emails, but he now has hard data he can show management to prove the value of his internal communications.

“ContactMonkey has been great in that I can download a report, attach it to an email, and send it to our top leadership and say, ‘Oh, wow. 88% of the organization opened this in the last 24 hours, I think we should do more of this.’ It’s that little extra credibility.”

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3. alnylam drives remote employee engagement using contactmonkey.

Employee engagement is crucial for ongoing productivity and growth, and Alnylam’s Brendon Pires wanted to leverage their internal communications to increase engagement.

Brendon is an internal communications specialist at Alnylam —the world’s leading RNAi therapeutics company—and is tasked with keeping their 2000+ employees engaged and informed. But Brendon’s existing internal communications process was leading to issues all over the place.

Like many companies, Alnylam shifted to remote work when the COVID-19 pandemic hit. Brendon knew that employees would be relying on his emails to stay up-to-date on the latest company news and announcements, but their existing internal communications tool wasn’t up to the task:

• Scheduled emails were prevented from being sent out.
• Email design was a chore with a difficult-to-use email builder.
• Intranet traffic was down and Brendon’s emails weren’t driving traffic to it.
• Email tracking was limited as many internal emails were being flagged by their tracking software’s firewall.

“We were having consistent issues and it had been going on for like a couple of months. It was one issue after the other, between emails not sending because they were getting caught in our firewall, and then tracking not being consistent. So at the end of the day it was kind of like that’s really important, you know? Obviously if I can’t send that email that’s a problem. So that’s what really drove us to look at other solutions like ContactMonkey”

Brendon and Alnylam use Outlook for their employee emails, so he began looking for alternatives to his current software. That’s when Brendon found ContactMonkey.

Right away Brendon had a much easier time creating internal emails using our email template builder. He can create stellar internal emails and email templates that drive more engagement.

Brendon also uses ContactMonkey’s embedded star ratings to let Alnylam employees rate the emails they’re receiving. This helps Brendon and his team zero-in on their most engaging email content. He also uses our email analytics to measure engagement via open rate and click-through rate. He maximizes his results on these metrics by using ContactMonkey’s scheduled email sending:

Using ContactMonkey, Brendon was able to increase email engagement and drive traffic to Alnylam’s internal intranet . He now sends emails without worry of encountering sending errors that can hinder engagement—like Outlook not rendering HTML emails .

“ContactMonkey is really easy to use and allows me to create really nice content. There’s enough customization so we can do what we really want and have some creative freedom.”

4. Travel Counsellors Ltd. Stays Connected with Remote Employees Using ContactMonkey

In an economy deeply impacted by COVID-19, countless companies had to adapt to new challenges. As Community Manager at Travel Counsellors , Dave Purcell experienced firsthand the effects on morale and engagement his over 1,900 partners experienced as result of the quarantine and resulting societal changes.

Dave wanted to regularly check-in on Travel Counsellors franchisees’ wellbeing, and measure their engagement over time. But Dave’s current method of checking-in on an audience of over 1,900 was not up to the task.

Using their existing email software, Dave encountered all sorts of problems when trying to gauge wellness and drive email engagement. He and his team were unable to create personalized internal communications , as they were told it just wasn’t possible with their existing “solution”. They also experienced numerous tracking issues, as they were receiving tracking numbers that didn’t make any sense.

“The stats we had previously were unusable and that’s the easiest way I can put it. I was getting 200% open rates, which was just impossible.”

Realizing that email tracking and personalization were must-have features for him and his team, Dave sought a new email software that could deliver what he was looking for.

With the aim of sending personalized emails and tracking wellness in his organization, Dave was immediately impressed by ContactMonkey. “I stumbled across ContactMonkey, and everything just screamed: ‘This is the right platform for us’. It’s pretty fantastic.”

Dave uses ContactMonkey’s merge tags to create personalized subject lines and body copy based on the recipient:

He also began using emoji reactions on his weekly employee newsletters , using them as a pulse check survey for his audience.

“Mindset and wellbeing have always been a big part of what we do. It’s even more so now. Our franchisees craved that personal interaction. ‘Welcome to a Brand New Week’ checks in with them on a Monday, sees how they’re feeling with emoji reactions. And we do the same on a Friday.”

In addition to customization and surveys, Dave uses our email template builder’s custom employer branding options to save time on creating his email newsletters. All of this is driven by email analytics that help Dave and his team determine which content is generating the greatest engagement.

“Our commercial team is looking at what people are engaging with in terms of link clicks and what they’re not engaging with and changing our tactic depending on that. We also send an update from our CEO and we can now track this more accurately. We’re getting a 90% open rate within two days.”

5. Exemplis Boosts Internal Communications Engagement with ContactMonkey

When Corey Kachigan arrived at Exemplis as Engagement and Communications Lead, she knew she had her work cut out for her. Exemplis—the largest volume manufacturer of office seating in North America—was experiencing rapid growth but did not have any sort of internal communications strategy . Corey knew if she wanted to properly manage Exemplis’ ongoing growth, she’d need to make internal communications an indispensable part of the business.

Before Corey arrived, Exemplis’ existing internal communications consisted only of random announcements and update emails. They had no defined approach for sending internal communications, which lead to emails that can cause employees to tune out.

“Our receptionist would email: ‘Hey, whoever left their coffee mug in the sink, please clean it and take it back to your desk.’ And it’s like, okay, that just went to 200 people.”

Corey and her team knew they had to harness their email resources better, and wanted a way to measure what employees actually wanted to see.

“We need some metrics to gauge whether this is working or not. We’re rolling out all these things, but we can’t tell if employees are even clicking these emails. Our team is inundated with hundreds of emails a day. How do we know they are reading these and how do we know they find it valuable? We have no idea.”

They also wanted to use emails to align their ever-growing employee base with Exemplis’ core values and vision. Using Mailchimp—an external marketing email tool—resulted in more problems than solutions. Corey experienced issues with importing and tracking emails within Outlook. She realized that Mailchimp is not for internal communications , and set out to find a new solution to power her employee emails.

So Corey began searching for a new email software for internal communications. Creating a definite approach to internal communications was just one priority of hers; she also wanted to prove the value of internal communications to management using hard data.

What first stood out to Corey about ContactMonkey was the crisp layout and that it worked with Exemplis’ existing Outlook system. ContactMonkey uses your company’s existing email services, and this meant Corey would no longer encounter internal email problems caused by an external tool like Mailchimp.

Corey now uses email metrics and employee feedback to inform her internal communications approach. She features pulse surveys on her internal emails, and uses the results in combination with email metrics to pinpoint what Exemplis employees want to see.

With ContactMonkey’s email analytics, Corey can point to real engagement data to back up her internal communications objectives.

“The thing I love about ContactMonkey is that it allows us to communicate more consistently with our team, but also be able to have the data to back it up. When we used to send out newsletters, we didn’t really have a way to see who did or didn’t open it, who clicked what and they couldn’t interact with the communication besides reply to me, which was super cumbersome.”

Pulse surveys that actually engage employees

Turn emails into conversations., achieve your internal communications goals with contactmonkey.

Although internal communications is a common aspect of all businesses, everyone approaches it differently. Finding out the best email practices that work for your employees is a crucial step in the quest for increased engagement.

Read even one internal communication case study and you’ll see how ContactMonkey stands out among other internal communications tools. You can create, send, and track internal emails, and collect employee feedback and email metrics to develop innovative internal communication tactics .

Whether you’re a seasoned internal communicator or new to the field, ContactMonkey can turn your internal communications into a powerful driver of productivity and growth at your organization.

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Want to see ContactMonkey in action? Book a free demo to see how our internal communications software can transform your employee emails:

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Management Communication

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This new edition of Management Communication is a case-based textbook that introduces students to the strategic communication methods that are crucial to master in order for them to develop into effective and ethical managers at all levels of business. Effective communication skills are necessary for success in the business world, and James O’Rourke has written a highly readable book filled with anecdotes and examples to engage students in the learning process.

This seventh edition includes both classic and new features. The strategic approach is integrated throughout the book, allowing students to understand how a communicated message affects the business as a whole. New case studies provide students with hands-on experience of scenarios they will encounter in the real world, looking at global companies such as Facebook and Nike. Further updates include new content on technology, corporate culture, and disinformation.

An ethical thread is woven through the text, demonstrating how ethical decision making can be applied in all aspects of communication. Chapters on intercultural communication, nonverbal communication, and conflict management provide students with the skills to build relationships and influence stakeholders – key skills for any manager.

This text will provide students with a well-rounded understanding of management communication and the support material ensures it serves as a complete resource for instructors.

TABLE OF CONTENTS

Chapter chapter 1 | 11  pages, management communication in transition, chapter | 11  pages, case 1.1: airbnb, chapter | 9  pages, case 1.2: twitter inc., case 1.3: domino's “special” delivery, chapter chapter 2 | 12  pages, communication and strategy, chapter | 10  pages, case 2.1: chipotle mexican grill, inc., chapter | 8  pages, case 2.2: accenture plc, chapter | 6  pages, case 2.3: amazon.com, inc., chapter chapter 3 | 16  pages, communication ethics, case 3.1: target corporation, case 3.2: hennes & mauritz ab (h&m), chapter chapter 4 | 21  pages, chapter | 2  pages, chapter | 3  pages, case 4.2: staples, inc., chapter chapter 5 | 17  pages, case 5.1: microsoft corporation, case 5.2: carnival cruise lines, case 5.3: cerner corporation, chapter chapter 6 | 16  pages, case 6.1: juul, case 6.2: whirlpool corporation, case 6.3: the united states olympic committee, chapter chapter 7 | 24  pages, case 7.1: apple incorporated, case 7.2: facebook, inc., chapter chapter 8 | 17  pages, listening and feedback, case 8.1: earl's family restaurants (a), case 8.1: earl's family restaurants (b), chapter | 4  pages, case 8.1: earl's family restaurants (c), case 8.2: the kroger company (a), case 8.2: the kroger company (b), case 8.2: the kroger company (c), case 8.3: three feedback exercises, chapter chapter 9 | 18  pages, nonverbal communication, chapter | 5  pages, case 9.1: l'oréal usa, case 9.2: the national football league, chapter chapter 10 | 11  pages, intercultural communication, case 10.1: the washington football team, chapter | 15  pages, case 10.2: hennes & mauritz (h&m), case 10.3: quaker oats company, chapter chapter 11 | 13  pages, managing conflict, case 11.1: goodyear rubber and tire company, case 11.2: excel industries, inc., chapter | 7  pages, case 11.3: burberry, ltd., chapter chapter 12 | 17  pages, business meetings that work, case 12.1: yahoo, case 12.2: dixie industries, inc., chapter chapter 13 | 17  pages, dealing with the news media, case 13.1: walgreens boots alliance, inc., case 13.2: the united states olympic committee, chapter | 12  pages, case 13.3: “fake news” and the washington post.

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Managerial Communication: Case Analysis Coursework

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• As a source of information (ensure proper referencing)
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‘A Cold Call, a Blog, and a $20 Million Lawsuit’

‘turning business principle into ethical behavior at total’, communication problems and objectives.

• Providing inaccurate and subjective feedback
• Lack of clear focus in official communication
• Misuse of informal communication networks
• Message decoding problems or interpretation problems

Possible solutions

• Providing accurate feedback: managers ought to transmit their thoughts, opinions and decisions in the most professional and objective manner possible since they are the mouthpiece of the organization, not mentioning the fact that anything they say is construed as the official position (MacCuan, 2008; Bentley, 2004).
• Use official communication channels: Emails and blog posts are increasingly replacing the traditional techniques of communication, but managers who engage in blogging must do it officially and authentically since the audience view such blogs as representing the official position of the organization (MacCuan, 2008).
• Validate information before putting it in the public gallery: Hearsays and subjective information are subject to misinterpretation and misrepresentation, which can prove costly in legal suits and loss of business. As such, it should be the function of the manager to validate sources of information before any decisions are made to put the information in the public domain (Bentley, 2004).

Selected Solution

The best solution for the case is for the management to provide accurate feedback, which must be positive and specific to curtail any chances of misinterpretations or spoiling the reputation of other organizations (Bentley, 2004). Through accurate feedback, Leslie Richard could have found better ways to deal with the issue she had with Vision Media instead of blowing everything out of proportion as a direct result of relying on subjective information and failing to validate the sources of information (MacCaun, 2008). It is prudent for Leslie to set up a communications department to deal with such issues.

Communication Skills reflected in the Case

• Ability to be concise and clear in communication: This is one communication skill that Leslie lacked in communicating about the affairs of Vision Media in her blog. According to Austin & Pinkleton (2006), managerial communication should be concise, clear, and to the point to enhance the uptake of the message by the audience while curtailing misinterpretations of facts.
• Capacity to convey thoughts and opinions in a focused manner: Information should always be focused and based on concrete evidence (Austin & Pinkleton, 2006). This was not the case with the CEO of OKO Box
• Taking full accountability for one’s messages: managers the world over must take full responsibility for the messages presented to the audience, and that is why it is absolutely necessary to remain objective (Bentley, 2004). According to the case, Leslie was taken to court by Vision Media due to the messages appearing on her blog. It is imperative to note that taking responsibility may sometimes become too costly for the organization as demonstrated by the case
• Preparing to listen: listening is an effective communication skill as it gives the manager an opportunity to learn and critically evaluate the other side of the story (Bentley, 2004). Leslie failed to listen to the objections of Vision Media regarding her blog posts, necessitating the company to file a legal suit against the CEO.

In applying the above stated communication skills to my own personal managerial capabilities, it is worth noting that I have learnt the value of communicating in a clear and concise manner, not to mention the fact that it always pays to convey one’s thoughts and opinions in a clear and focused manner. Listening to the various viewpoints and opinions presented by outside audiences not only makes me more focused, but also ensures that I remain as objective as possible when dealing with issues that are likely to influence others. In all my communication endeavors, I have always recognized the fact that I have to take full responsibility for my actions, and hence I am always careful to exercise restraint and validate my sources of information.

Analysis of Concepts

• Core Values: core values are the beliefs, perceptions, and objectives set by the organization, and which the management and employees constantly refer to move the organization’s agenda forward (Austin & Pinkleton, 2006). Leslie’s OKO Box appears to have valued honesty and integrity as core values, and the CEO should have paid closer attention to these two values in her communication with friends and partners regarding Vision Media
• Communication is invention: communication is in a constant state of invention, and as such, one’s intention in communicating may be interpreted differently by the audiences depending on societal demands (Bentley, 2004). Leslie should have followed official communication channels to avoid falling into this trap.
• Leadership Job: it is a well known fact that various values and roles are in constant competition and conflict (Bentley, 2004). It should have been the function of the CEO to objectively define the competing values between her company and Vision Media before deciding to go public about her accusations.
• Psychological and Physical barriers to communication: physical barriers include being located in different buildings, using poor or outdated equipment, and lack of technological absorption, while psychological barriers include people’s state of mind and personal problems (Barriers, 2009). Communication would have very much improved between OKO Box and Vision Media if Lesley did away with the fixated opinion that Vision Media was engaged in corrupt activities.
• Importance of feedback: Feedback not only makes communication consequential and meaningful, but it also makes the process to be continuous (Bell & Smith, 1999). There would have been no problem if Leslie, the CEO of OKO Box, cared to channel her feedback to Vision Media after getting the information that the latter could have been engaged in corrupt dealings.

Leslie Richard, the CEO of Oko Box, relied on misinterpretations and unauthenticated information to attack Vision Media on her blogs, leading to a legal suit that could have been devastating to Oko Box. The misconceptions had already made Vision Media to shoulder considerable losses in lost business (MacCaun, 2008). This case demonstrates the importance of using accurate feedback and remaining clear and focused in communication between two organizations. It also reveals how misuse of informal communication networks such as blog spots could turn disastrous to a company.

Communication problems

• Dealing with an audience from different geographical and cultural backgrounds
• Message overload
• Large audience to cover
• standardization of output indicators

Potential Solutions

• Aggregate audience according to culture and location. Studies have revealed that communication carried out in a small homogeneous group often succeed than when communication is done in large groups (Bentley, 2004)
• Develop unique standards for measuring output : To be effective in communication, standards for measuring the uptake of the code of conduct must be evaluated according to the makeup of employees
• Develop measures to curtail information overload. According to the case, the employees are so often bombarded by loads of information contained in the numerous codes of conducts developed over time. This needs to be streamlined to facilitate uptake (Austin & Pinkleton, 2006).

Total S.A. should engage in clustering employees according to different cultural orientations and geographical backgrounds if the organization has to make an impact in instilling a unified code of conduct in the minds of numerous employees located in nearly all parts of the world. This can be done by forming regional caucuses that will then be used to pass on the message or information to members within the regions rather than depending on a central unit to implement the code of conduct.

Communication Skills

• Reflecting on what other people have to say: This is important as it encourage effective blending of different perceptions, worldviews, and cultural backgrounds as is the case in Total S.A.
• Adapting to divergence of opinions: this is related to the above, and functions to harmonize working and communication relationship in a multicultural setup
• Sharing one’s feelings: It should be the function of managers to share in the feelings projected by the employees and attempt to offer solutions in areas where there may exist conflict of opinions (Austin & Pinkleton, 2006).

The three communication skills are fundamentally important especially when the management is trying to implement a new program or strategy in the organization as is revealed in this case. Personally, I have well developed reflective capabilities, and always listen to different opinions fronted by people before deciding my next course of action. I am also good at sharing experiences with others, knowing too well that this is one of the communication strategies that a manager can use to win conformity and respect from employees (Austin & Pinkleton, 2006).

• Core Values: The management withheld the core values of Total S.A. through developing strategies for effective uptake and internalization of the code of conduct among the employees. Here, it can be argued that the management did well to lay the groundwork for effective communication
• Communication is invention: Here, the management and the other groups involved in the implementation of the code of conduct for Total S.A. should have invented much more appealing ways to communicate the strategy to employees without seemingly alienating them. Inventive communication strategies should have been used to curtail resistance (Lanaud & Gateau, 2006).
• Leadership Job: There are those employees who felt that the code of conduct was infringing on their rights and freedom. It was the function of management to intervene and address the situation by assuring the employees that the code of conduct was for the benefit of the organization as well as their own. This was taken care of through the establishment of a complaint’s department
• Physical and psychological barriers of communication: The physical barriers were effectively taken care of through the use of technological advances such as the internet to reach employees. Psychological barriers such as the state of mind of the employees regarding the code of conduct should have been solved by engaging local representatives who are closer to employees (Barriers, 2009)
• Importance of feedback: Total S.A. recognized the importance of feedback by establishing the complaints department, where employees dissatisfied with the code of conduct could seek redress from the management.

The article is clear on how the code of ethics should be instilled in the thought systems and everyday activities of employees in an attempt to create an ethical culture that projects the company in a positive way to the mainstream society (Lanaud & Gateau, 2005). It is the function of the management to raise awareness about the code of ethics among employees and ensure the code is being applied correctly to attain the desired effect. It is strongly recommended that the management continue to reflect on what employees have to say concerning the code of conduct, not mentioning the fact that management have to be strong in adapting to different opinions and perceptions considering the fact that the code of conduct is being internalized in employees from diverse geographical and cultural backgrounds.

Austin, E.W., & Pinkleton, B.E. (2006). Strategic public relations management: Planning and managing effective communication programs . New Jersey: Lawrence Erlbaum Associates, Inc., Publishers

Barriers to effective communication . (2009). Web.

Bell, A.H., & Smith, D.M. (1999). Management communication . Hoboken: Wiley

Bentley, J.P. (2004). Business Communication: An Overview. Pharmaceutical Representative. Web.

Lanaud, R., & Gateau, P. (2005). Turning business principle into ethical behavior at Total S.A. The Business Communicator 6(4): 10

MacCuan, J. (2008). A Cold call, a blog, and a $20 million lawsuit. Inc . 30(11): 27

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Managerial Communication: Strategies and Applications

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This site is intended to enhance your use of  Managerial Communication, Sixth Edition,  by Geraldine E. Hynes. Please note that all the materials on this site are especially geared toward maximizing your understanding of the material. 

Managerial Communication: Strategies and Applications  focuses on communication skills and strategies that managers need in today’s workplace. This book continues to be the market leader due to its strategic approach, solid research base, comprehensive coverage, balanced examination of oral and written communication, and focus on managerial, not entry-level, competencies. In the  Sixth Edition , author Geraldine E. Hynes preserves the book’s key strengths while reflecting the realities of the contemporary workplace.

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We gratefully acknowledge Geraldine E. Hynes for writing an excellent text and creating the materials on this site.

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Cases in Organizational and Managerial Communication Stretching Boundaries

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Description

In the 21 st century, shifting workplace demographics, globalization, and the flattening of the world via new communication technologies has ushered in radical changes in our understandings of organizations and their members. Given the interest in engaged scholarship and more flexible and virtual forms within organizational communication, cases in this volume cross over different areas within the field and related disciplines. Furthermore, they cover topics and populations that are increasingly being seen in organizational communication literature. Cases delve into organizing structures, relationships, and visions for global not-for-profits, hybrid, creative industry, and entrepreneurial organizations. Some cases are "positive" in orientation and display exemplars of organizations that have qualities to emulate. Others display "destructive" elements and processes (e.g., dysfunctional leadership, workplace bullying). Furthermore, the cases reflect an awareness of the necessity of intercultural communication competencies, emphasizing communication in multicultural contexts (e.g., China, India, Africa, Russia). This book can benefit instructors and students in at least four ways. First, it provides instructors with an application-based teaching tool to help spark discussion. Second, students often find case studies interesting and applicable to their current and future work lives, especially undergraduates who anticipate graduating within the next year or two and entering full-time membership in the labor force. Third, students and instructors note that cases help students grasp course materials that may be otherwise challenging. In their case study learning, students sometimes derive insights, lessons, and strategies that broaden the theoretical and practical implications for which instructors plan. Finally, for graduate students, the book encourages reflection on important topics for future research and provides a resource for making their lessons come alive in classrooms and in other settings.

Table of Contents

Jeremy P. Fyke (PhD, Purdue University) is Assistant Professor of Communication Studies and Corporate Communication at Belmont University. Jeralyn L. Faris (PhD, Purdue University) is a Continuing Lecturer and Director of the Interviewing course at Purdue University. Patrice M. Buzzanell (PhD, Purdue University) is a Distinguished Professor in the Brian Lamb School of Communication, Professor of Engineering Education (courtesy), and the Chair and Director of the Susan Bulkeley Butler Center for Leadership Excellence at Purdue University.

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1. WHAT IS TECHNICAL COMMUNICATION?

1.4 Case Study: The Cost of Poor Communication

No one knows exactly how much poor communication costs business, industry and government each year, but estimates suggest billions.  In fact, a recent estimate claims that the cost in the U.S. alone are close to $4 billion annually! [1] Poorly-worded or inefficient emails, careless reading or listening to instructions, documents that go unread due to poor design, hastily presenting inaccurate information, sloppy proofreading — all of these examples result in inevitable costs. The problem is that these costs aren’t usually included on the corporate balance sheet at the end of each year; if they are not properly or clearly defined, the problems remain unsolved.

You may have seen the Project Management Tree Cartoon before ( Figure 1.4.1 ); it has been used and adapted widely to illustrate the perils of poor communication during a project.

The waste caused by imprecisely worded regulations or instructions, confusing emails, long-winded memos, ambiguously written contracts, and other examples of poor communication is not as easily identified as the losses caused by a bridge collapse or a flood. But the losses are just as real—in reduced productivity, inefficiency, and lost business. In more personal terms, the losses are measured in wasted time, work, money, and ultimately, professional recognition. In extreme cases, losses can be measured in property damage, injuries, and even deaths.

The following “case studies” show how poor communications can have real world costs and consequences. For example, consider the “ Comma Quirk ” in the Rogers Contract that cost $2 million. [3]   A small error in spelling a company name cost £8.8 million. [4]   Examine Edward Tufte’s discussion of the failed PowerPoint presentation that attempted to prevent the Columbia Space Shuttle disaster. [5] The failure of project managers and engineers to communicate effectively resulted in the deadly Hyatt Regency walkway collapse. [6]   The case studies below offer a few more examples that might be less extreme, but much more common.

In small groups, examine each “case” and determine the following:

• Define the rhetorical situation : Who is communicating to whom about what, how, and why? What was the goal of the communication in each case?
• Identify the communication error (poor task or audience analysis? Use of inappropriate language or style? Poor organization or formatting of information? Other?)
• Explain what costs/losses were incurred by this problem.
• Identify possible solution s or strategies that would have prevented the problem, and what benefits would be derived from implementing solutions or preventing the problem.

Present your findings in a brief, informal presentation to the class.

Exercises adapted from T.M Georges’ Analytical Writing for Science and Technology. [7]

CASE 1: The promising chemist who buried his results

Bruce, a research chemist for a major petro-chemical company, wrote a dense report about some new compounds he had synthesized in the laboratory from oil-refining by-products. The bulk of the report consisted of tables listing their chemical and physical properties, diagrams of their molecular structure, chemical formulas and data from toxicity tests. Buried at the end of the report was a casual speculation that one of the compounds might be a particularly safe and effective insecticide.

Seven years later, the same oil company launched a major research program to find more effective but environmentally safe insecticides. After six months of research, someone uncovered Bruce’s report and his toxicity tests. A few hours of further testing confirmed that one of Bruce’s compounds was the safe, economical insecticide they had been looking for.

Bruce had since left the company, because he felt that the importance of his research was not being appreciated.

CASE 2: The rejected current regulator proposal

The Acme Electric Company worked day and night to develop a new current regulator designed to cut the electric power consumption in aluminum plants by 35%. They knew that, although the competition was fierce, their regulator could be produced more affordably, was more reliable, and worked more efficiently than the competitors’ products.

The owner, eager to capture the market, personally but somewhat hastily put together a 120-page proposal to the three major aluminum manufacturers, recommending that the new Acme regulators be installed at all company plants.

She devoted the first 87 pages of the proposal to the mathematical theory and engineering design behind his new regulator, and the next 32 to descriptions of the new assembly line she planned to set up to produce regulators quickly. Buried in an appendix were the test results that compared her regulator’s performance with present models, and a poorly drawn graph showed the potential cost savings over 3 years.

The proposals did not receive any response. Acme Electric didn’t get the contracts, despite having the best product. Six months later, the company filed for bankruptcy.

CASE 3: The instruction manual the scared customers away

As one of the first to enter the field of office automation, Sagatec Software, Inc. had built a reputation for designing high-quality and user-friendly database and accounting programs for business and industry. When they decided to enter the word-processing market, their engineers designed an effective, versatile, and powerful program that Sagatec felt sure would outperform any competitor.

To be sure that their new word-processing program was accurately documented, Sagatec asked the senior program designer to supervise writing the instruction manual. The result was a thorough, accurate and precise description of every detail of the program’s operation.

When Sagatec began marketing its new word processor, cries for help flooded in from office workers who were so confused by the massive manual that they couldn’t even find out how to get started. Then several business journals reviewed the program and judged it “too complicated” and “difficult to learn.” After an impressive start, sales of the new word processing program plummeted.

Sagatec eventually put out a new, clearly written training guide that led new users step by step through introductory exercises and told them how to find commands quickly. But the rewrite cost Sagatec $350,000, a year’s lead in the market, and its reputation for producing easy-to-use business software.

CASE 4: One garbled memo – 26 baffled phone calls

Joanne supervised 36 professionals in 6 city libraries. To cut the costs of unnecessary overtime, she issued this one-sentence memo to her staff:

After the 36 copies were sent out, Joanne’s office received 26 phone calls asking what the memo meant. What the 10 people who didn’t call about the memo thought is uncertain. It took a week to clarify the new policy.

CASE 5: Big science — Little rhetoric

The following excerpt is from Carl Sagan’s book, The Demon-Haunted World: Science as a Candle in the Dark, [8] itself both a plea for and an excellent example of clear scientific communication:

The Superconducting Supercollider (SSC) would have been the preeminent instrument on the planet for probing the fine structure of matter and the nature of the early Universe. Its price tag was $10 to $15 billion. It was cancelled by Congress in 1993 after about $2 billion had been spent — a worst of both worlds outcome. But this debate was not, I think, mainly about declining interest in the support of science. Few in Congress understood what modern high-energy accelerators are for. They are not for weapons. They have no practical applications. They are for something that is, worrisomely from the point of view of many, called “the theory of everything.” Explanations that involve entities called quarks, charm, flavor, color, etc., sound as if physicists are being cute. The whole thing has an aura, in the view of at least some Congresspeople I’ve talked to, of “nerds gone wild” — which I suppose is an uncharitable way of describing curiosity-based science. No one asked to pay for this had the foggiest idea of what a Higgs boson is. I’ve read some of the material intended to justify the SSC. At the very end, some of it wasn’t too bad, but there was nothing that really addressed what the project was about on a level accessible to bright but skeptical non-physicists. If physicists are asking for 10 or 15 billion dollars to build a machine that has no practical value, at the very least they should make an extremely serious effort, with dazzling graphics, metaphors, and capable use of the English language, to justify their proposal. More than financial mismanagement, budgetary constraints, and political incompetence, I think this is the key to the failure of the SSC.

CASE 6: The co-op student who mixed up genres

Chris was simultaneously enrolled in a university writing course and working as a co-op student at the Widget Manufacturing plant. As part of his co-op work experience, Chris shadowed his supervisor/mentor on a safety inspection of the plant, and was asked to write up the results of the inspection in a compliance memo . In the same week, Chris’s writing instructor assigned the class to write a narrative essay based on some personal experience. Chris, trying to be efficient, thought that the plant visit experience could provide the basis for his essay assignment as well.

He wrote the essay first, because he was used to writing essays and was pretty good at it. He had never even seen a compliance memo, much less written one, so was not as confident about that task. He began the essay like this:

On June 1, 2018, I conducted a safety audit of the Widget Manufacturing plant in New City. The purpose of the audit was to ensure that all processes and activities in the plant adhere to safety and handling rules and policies outlined in the Workplace Safety Handbook and relevant government regulations. I was escorted on a 3-hour tour of the facility by…

Chris finished the essay and submitted it to his writing instructor. He then revised the essay slightly, keeping the introduction the same, and submitted it to his co-op supervisor. He “aced” the essay, getting an A grade, but his supervisor told him that the report was unacceptable and would have to be rewritten – especially the beginning, which should have clearly indicated whether or not the plant was in compliance with safety regulations. Chris was aghast! He had never heard of putting the “conclusion” at the beginning . He missed the company softball game that Saturday so he could rewrite the report to the satisfaction of his supervisor.

• J. Bernoff, "Bad writing costs business billions," Daily Beast , Oct. 16, 2016 [Online]. Available:  https://www.thedailybeast.com/bad-writing-costs-businesses-billions?ref=scroll ↵
• J. Reiter, "The 'Project Cartoon' root cause," Medium, 2 July 2019. Available: https://medium.com/@thx2001r/the-project-cartoon-root-cause-5e82e404ec8a ↵
• G. Robertson, “Comma quirk irks Rogers,” Globe and Mail , Aug. 6, 2006 [Online]. Available: https://www.theglobeandmail.com/report-on-business/comma-quirk-irks-rogers/article1101686/ ↵
• “The £8.8m typo: How one mistake killed a family business,” (28 Jan. 2015). The Guardian [online]. Available: https://www.theguardian.com/law/shortcuts/2015/jan/28/typo-how-one-mistake-killed-a-family-business-taylor-and-sons ↵
• E. Tufte, The Cognitive Style of PowerPoint , 2001 [Online]. Available: https://www.inf.ed.ac.uk/teaching/courses/pi/2016_2017/phil/tufte-powerpoint.pdf ↵
• C. McFadden, "Understanding the tragic Hyatt Regency walkway collapse," Interesting Engineering , July 4, 2017 [Online]: https://interestingengineering.com/understanding-hyatt-regency-walkway-collapse ↵
• T.M. Goerges (1996), Analytical Writing for Science and Technology [Online], Available: https://www.scribd.com/document/96822930/Analytical-Writing ↵
• C. Sagan, The Demon-Haunted World: Science as a Candle in the Dark, New York, NY: Random House, 1995. ↵

Technical Writing Essentials Copyright © 2019 by Suzan Last is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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Management communication : a case-analysis approach

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• 1. Management Communication in Transition.
• 2. Communication and Strategy.
• 3. Communication Ethics.
• 4. Speaking.
• 5. Writing.
• 6. Listening and Feedback.
• 7. Communicating Nonverbally.
• 8. Communicating in Intercultural and International Contexts.
• 9. Managing Conflict.
• 10. Business Meetings that Work.
• 11. Dealing with the Media. Appendix A: How to Analyze and Present a Case Study. Appendix B: Sample Business Letters. Appendix C: Sample Business Memos. Appendix D: How to Prepare for a Television Interview. Appendix E: A Sample Press Release.
• (source: Nielsen Book Data)

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Example Of Case Study On Managerial Communication

Type of paper: Case Study

Topic: Government , Conflict , Organization , Management , Body Language , Communication , Workplace , Culture

Words: 1200

Published: 12/18/2019

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Introduction

Communication is very fundamental to human life owing to the fact that it helps people establish relationships, express themselves, interact with other people and the world, accomplish tasks as individuals and as a team and also helps people manage others and lead an organization. This paper seeks to explore Managerial communication in a business membership organization The Center for International Private Enterprise (CIPE). It explores the different ways of managerial communication like: verbal and non verbal which includes: gestures, written, body language amongst others. Managerial communication is an essential function which enhances smooth communication between managers and also with employees and other relevant authorities like the board members. At CIPE the management is made of the Chief Executive, Chief operations Officer, Public Relations and communication manager, CIPE consulting Manager, Chief Operations Officer, Membership Development Manager, Finance Manager and Advocacy Manager.

Non-verbal Communication

It is essential to note that effective managerial communication helps in the success of an organization since it facilitates timely flow of the right information to the right people. There are two types of managerial communication: The first one is interpersonal communication which refers to communication between two or more people in the work place and second, is the organization communication which takes place at every level in the organization. Managerial communication like the overall communication can take two directions: horizontal communication which entails downward communication which refers to communication from the top management to the management. For instance, in CIPE t is the communication from the Chief Executive to the other managers and upward communication which is communication from middle level managers to the chief Executive. For instance, communication from the PR and communication manager to the Chief operations officer is downward communication.

Vertical communication on the other hand refers to communication between or amongst managers of the same level. For instance, the communication from the Finance manager to the Advocacy Manager is vertical communication. Managerial communication can either be verbal or non-verbal. Verbal communication has no evidence and managers must be very careful about what they talk to their team members. Non-verbal on the other end entails a lot of aspects like: Voice, a manager is expected to use a pleasant audible voice when passing statements; they should use good tonal range and should avoid shouting at all cost even when angry. Managers also should maintain a professional and decent personal appearance. They should be modest in their grooming in such a way that their appearance would not destruct attention.

Inter-cultural Managerial Communication

According to.Managers are expected to be very culture sensitive in their communication owing to the fact that the manager is expected to deal with multi-cultural people and therefore it is essential for them to have an understanding of culture sensitivity. At CIPE which is an international institution there are people from every continent and therefore, it is a basic requirement for all the managers to be very sensitive and demonstrate this through aspects like the greetings they use, dressing, gestures, food and gifts. At CIPE the formal English dressing is highly adopted and the institution has highly borrowed from American business mannerisms in all aspects. This is wrong owing to the fact that it is an organization with people from diversified cultures and embracing the American culture introduces disparity in the sense that the American culture is viewed superior.

Conflict Management

CIPE borrows strongly from John Dewey’s method as far as conflict resolution is concerned. Conflicts are inevitable and may have either positive or negative impact depending on how they are handled. CIPE has a number of conflicts either with employees who feel hurt by decisions by leadership. For instance, a month ago the Human resource Committee removed the service fee and a number of employees who have worked for the organization for more than ten years felt offended and sued the organization. Other possible conflicts are with the members when they feel unrepresented or the Government when CIPE is advocating against a policy the Government is in support. Others are manufacturers or businesses e.g. business engaging in counterfeit or illegal production. Therefore there is need for the managers to come up with a strategy to manage the conflicts.

Managerial Negotiation and Networking Skills

At CIPE the core business is advocacy and therefore it is very essential for the management to have excellent negotiation skill. Networking is also very essential since it’s through the networks that lobbying is made easier. For negotiation it is essential for one to learn how to flinch i.e. learning to react to a situation, research on the aspect you are negotiating on to get all facts to build your argument and take your time and be patient while negotiating. It is recommendable for managers to sharpen the networking skills by preparing when meeting a new group of people, listening more than talking to ensure they gather enough information.

Recommendations

It is essential for the management team at CIPE to go for training on non-verbal communication to increase their level of awareness on the importance and use of non-verbal communication. According to the wall street journal on the power of non-verbal communication unconscious signaling behavior is extremely essential in determining the functioning of an organization and therefore managers should be experts in understanding the non-verbal language of their staff. This would ensure they grasp the un-recorded information. For instance, a greatly un-satisfied employee may not talk about it but his or her non-verbal communication can depict their dissatisfaction. The managers should also take note of how they use their body language, gestures, tone, grooming and also space. For instance, CIPE being a multi-cultural organization would require the managers to be really sensitive in the use of their non-verbal communication.

It is also recommended that the managerial team employs John Dewey’s method of conflict management as outlined in; conflict should not always be viewed as negative but as eye openers. John Dewey actually views conflict as necessary to increase performance and understanding of issues and therefore, it is essential for the managers to embrace this view. In addition the managers besides meeting on their own should have frequent formal and informal meeting with the rest of the staff members to increase the rapport amongst the employees. This in-return enhances performance.

Hynes. (2010). Managerial Communication: Strategies and Applications. NewYork: McGraw-Hill Education. Pentland, D. (12). The Wall Street Journal. The Power of Nonverbal Communication, 2008. Schein, E. H. (2010). Organizational Culture and Leadership. San Francisco: John Wiley & Sons. Verma, V. K. (1998). CONFLICT MANAGEMENT. Chicago: The Project Management Institute.

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Terry Case Study: Julian Squire

Julian Squire

Hometown:  Mableton, GA

High School and Grad year: Campbell High School class of 2022

Management Major with an area of emphasis in Supply Chain Management

Julian Squire , a supply chain management major for Milton, started asking questions about the supply chain during the COVID-19 pandemic. Now he wants to shape the future of supply chain management.

Why did you decide to come to UGA and the Terry College of Business? 

As a child, I saw that all the adults I knew went or were going to UGA. Right there, I knew I wanted to go to the school. It is the only school I applied to. I chose Terry College because, in my research, I found Terry is the most renowned college at UGA. 

What made you decide to focus on supply chain management? 

During the pandemic, I worked at Walmart in the back room. I used to unload the trucks every day, and I’d see thousands of boxes of paper towels, cleaning chemicals … just everything. When one day you see a certain amount of paper towels, and the next day you see a different number of paper towels, it puts the idea in your head: ‘Who orders that? Who’s the mastermind behind it, who knows what we need?’

Seeing the limited order of things like masks or gloves made me wonder why suppliers weren’t pushing them out as fast as they could. I originally wanted to do finance but quickly fell out of love with it after my first couple of months at UGA. I then decided supply chain was the way to go.

What do you do when you’re not in class? How have those experiences shaped your goals and how you approach problems?

I play a lot of basketball and soccer in places like the Ramsey Student Center. Playing pick-up and intramural sports is a great way for me to stay active and relieve stress. It’s helped me realize the importance of working with a team. At the end of the day, the game cannot be won by just one person. 

If everyone is working together, it creates multiple sources of strength. This is why it is important to work well with your team whether it is in an office or on a field.

What did you do this summer? Can you tell me how your internship experience changed your outlook as you returned to class this fall? 

I worked as a freight broker intern at Werner Enterprises. This job focused on developing logistics solutions for customers moving freight while trying to create the best routes possible for the drivers. 

The biggest thing I learned about the working world is the importance of proactivity. What I mean by this is going on to the next step and being open with communications. Whether it’s your boss or the customer, telling someone something — either positive or negative — is much better than them finding out.  Knowing this now, I am much better at communicating what is going on around me.

You’re involved with the Supply Chain Advisory Board. How has that impacted your time at Terry and your plans after graduation? 

SCAB (Supply Chain Advisory Board) has been a source of companionship and professional support. It has provided me with a plethora of opportunities to bolster my network with employers. Working with the professional members of the board has built my professional knowledge and confidence by offering advice and support. It has impacted my time at Terry because it offers me the confidence that what I’m learning in school will help me land a great job after graduation and thrive in that job. I know the leader of the board,  Marty Parker , wants all students on the board to have great jobs coming out of college. 

What class or teacher made the biggest impact on how you see the world or your plans after graduation? 

The teacher with the biggest impact on how I see the world is  Jason Epstein , who was my professor for my Legal and Regulatory Environment of Business course. The class was great, but he specifically made the class very enjoyable. While learning about the law, he made every lecture tailored to us as students. It showed me just how applicable every law is to everything we do.

What is your most memorable UGA memory?

My most memorable UGA memory is going downtown after UGA won the National Championship for the second time. I have never seen so many joyous people in one spot. Everyone I knew was there and the camaraderie with even those I did not know was amazing. Everyone was happy and hyped. It was an amazing atmosphere.

You have family in Georgia and Germany. How did growing up with an international family impact how you think the global supply chain connects people and countries?

Growing up in an international household was the biggest blessing I got in my life. Being able to speak three languages has opened the door to communicating with billions more people on this Earth. This greatly impacts my business life. I feel like I’ll be able to open the horizons for many companies as someone who studies supply chain and can communicate with people internationally.

It is all thanks to my mom, who taught me German before I learned English. Having these different mindsets also allows me to one, learn new languages more easily like I did with Spanish, and two, think about issues from multiple perspectives and how people from other countries would go about solving the issues. 

Design and Feasibility Analysis of a LoRa Based Communication System for Disaster Management

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In the context of earthquake and flood disasters, effective communication remains a pivotal concern due to the vulnerability of conventional networks. This study presents a comparative analysis of off-grid communication technologies—namely WiFi and LoRa—with the aim of ascertaining their efficacy in addressing this challenge and proposes a LoRa rescue model. Critical parameters such as communication range, SNR (Signal to noise ratio), RSSI (Received Signal Strength Indicator) rate, data transmission speed, bandwidth, frequency, and reliability are evaluated. The outcomes of this investigation highlight the importance of alternative communication solutions when centralized networks falter. Particularly, the intrinsic attributes of LoRa exhibit potential for sustaining connectivity amidst network disruptions. These findings not only enrich the discourse on disaster management strategies but also offer insights into crafting adaptive and resilient communication systems. Informed decision-making regarding communication technology deployment in emergency contexts in order to make the rescue process convenient and reliable is the direct implication of this research.

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Comprehensive assessment of current municipal solid waste management in Chennai, India: a critical case study with real-time analysis

• Original Paper
• Published: 29 August 2024

Cite this article

• R. Shiam Babu 1 ,
• K. Prasanna 1 ,
• P. Senthil Kumar 2 &
• G. Rangasamy 3  

Chennai city has implemented numerous strategies and plans to effectively manage the municipal solid waste by the municipal corporation. One of the prime strategy is the establishment of public–private partnership schemes, which play a crucial role in enhancing waste management practices. This case study focus to assess the conservancy operations carried out by multiple stakeholders in order to identify the strengths and areas for improvement in the waste management system. The study involved a range of strategies, including data collection, interviews, surveys, documentation, quantitative and thematic analysis, triangulation, and validation methods to ensure reliable outcomes. The findings reveal that 12.54% wet waste, 7.42% dry waste, and 0.07% hazardous waste are currently being segregated, while the majority of waste ends up in dumping grounds. Despite of private company’s involvement, waste management practices are not optimized due to inadequate infrastructure, improper placement of facilities, underutilized design capacities, complex routing mechanisms, and outdated waste management plans. To achieve operational excellence and minimize compliance deviations, it is imperative for public sectors to prioritize integration of technological infrastructure and establishing real time regulatory plans and frameworks. As an outcome, full potential of service can be harnessed leading to a more efficient and sustainable waste management system. At the outset, this study emphasizes the need for strategic interventions, improved infrastructure, revised waste management plans, and increased collaboration between public and private sectors to address existing challenges and enhance the waste management practices in Chennai city.

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Acknowledgements

Authors would like to thank SRM Institute of Science and Technology, Chennai, India for providing the research facilities to carry out this research work in time.

No funds were received from any fund-providing organization for this research work.

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Department of Civil Engineering, College of Engineering and Technology, SRM Institute of Science and Technology, Kattankulathur, Tamil Nadu, 603 203, India

R. Shiam Babu & K. Prasanna

Centre for Pollution Control and Environmental Engineering, School of Engineering and Technology, Pondicherry University, Kalapet, Puducherry, 605014, India

P. Senthil Kumar

Department of Civil Engineering, Faculty of Engineering, Karpagam Academy of Higher Education, Pollachi Main Road, Eachanari Post, Coimbatore, Tamil Nadu, 641021, India

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R. Shiam Babu: Conceptualization; Investigation; Methodology; Validation; Writing original draft. P. Senthil Kumar and K. Prasanna: Conceptualization; Investigation; Methodology; Supervision; Validation. Gayathri Rangasamy: Conceptualization; Data curation; Formal analysis; Visualization.

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Shiam Babu, R., Prasanna, K., Senthil Kumar, P. et al. Comprehensive assessment of current municipal solid waste management in Chennai, India: a critical case study with real-time analysis. Int. J. Environ. Sci. Technol. (2024). https://doi.org/10.1007/s13762-024-06009-5

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Received : 12 March 2024

Revised : 07 July 2024

Accepted : 19 August 2024

Published : 29 August 2024

DOI : https://doi.org/10.1007/s13762-024-06009-5

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