Memoire Online - Impact of organizational communication in enhancing work effectiveness in local government entities

I, Daniel IBYIMANIKORA, declare that, to the best of my knowledge, the work presented in this dissertation entitled «THE IMPACT OF ORGANIZATIONAL COMMUNIACTION IN ENHANCING WORK EFFECTIVENESS IN LOCAL GOVERNMENT ENTITIES: Case study of TUMBA (2011-2015) is my original work and has never been submitted in any other University or institution of higher learning institution in Rwanda, or elsewhere for even any other any award. Where the works of other individuals were consulted, the references or/and online links were made and indicated in the bibliography.

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DEDICATION

«All these aforementioned kindhearted support, Patience, Love, Prayers and Advice has Contributed to the good completion of this dissertation as a whole.»

ACKNOWLEDGMENTS

The present work the impact of organizational communication in enhancing work effectiveness of local government entities is a product of bachelor's degree dissertation, this work would not have completed in time without the co-operation of number of individuals. I have received generous service extended from various person and individuals, and I express my sincere thanks to them.

I would like to express my indebtedness to TUMBA Sectors officials who agreed to be interviewed and who furnished valuable information to the study, and to University of Rwanda for having provided and suggested the research before receiving the bachelor's degree, it enabled me to reach this stage and the government of RWANDA to have provided us scholarship, otherwise I could not have achieved this level. It is not possible to mention all people who contributed to the completion of this work. However some of them deserve a particular mention.

It gave a pleasure to express my heart-felt gratitude to my esteemed Supervisor and all lecturers of Public administration. First of all, I am very grateful to all lectures of the department of Political Science, especially my supervisor, Dr. SAFARI KAMBANDA, whose guidance and critical reading of my work contributed successfully to its completion. I really appreciate his cooperation and flexibility during the supervision.

My deep appreciations goes to my mother, MUKAMAKOMBE Varerie, my sister Fortunée NYIRANGABE, my brothers: NDIZIHIWE Augustin, NTAKIYIMANA Jean Paul, BARUSHYWANUBUSA JMV, YANKURIJE Ildephonse and ABAYISENGA Didace who have provided me all necessities for reaching this fair level which requires to be even advanced and his crucial basis of my whole knowledge Mr. NTEGAMAHEREZO Emmanuel.

I cannot fail to recognize my closest classmates, roommates and other real friends whom we have shared this long journey, I deeply thank you for your invaluable patience, love, players, support, advices and encouragement that led to this valuable fruit. I also thank leaders of TUMBA Sector including leaders GITWA, RANGO B, AND CYARWA for their careful unstructured interview and for their warm welcome and relevant information they provided in order to fulfill my research.

Lastly, I am grateful to all individuals who may have contributed to my education in one way or in other but whose names are not mentioned.

LIST OF ABBREVIATION

MINALOC : Ministrère de l'Administration Locale et du dévelopment Communautaire/ Ministry of Local Government

List of tables

ABSTRACT

Today, more and more businesses depend on communications for their success since a well-organized communication system is shown to be an important factor in stimulating worker satisfaction in organizations. The purpose of this paper is to assess organizational communication and its impact on worker satisfaction in organizational workplace.

Several recent studies indicated an alarming increase in organizational communication, and the purpose of this study is to identify if organizational communication enhances work effectiveness in local government entities. This idea was reinforced and motivated by the courses of on human resources management, being motivated and developed through communication. To call attention to what might be overlooked as significant forms of sending, receiving and sharing new upcoming to get better institutional performance. This exploratory study has used one sector due to time duration and means, but «TUMBA» was chosen because it is where I have found challenge of communicating, so I raised this Topic.

Rwanda is one of the countries that have faced the institution reform in Africa as other countries all over the World in which higher and local entities are deemed to have power and responsibility due to the national constitution as amended to date. Our constitution provides to institutions according to their hierarchy the say about how to improve work effectiveness in which we have performance contract that encompasses activities to be accomplished by any public institution.

The research is descriptive and analytical, in reaching the performance or effectiveness of the institutions; it has to communicate the populations. Therefore, local government entities have gotten autonomy of fulfilling works which motivated me to do the study under organizational communication in enhancing work effectiveness of local government entities in Rwanda especially in TUMBA Sector where communication is done through many ways.

CHAPTER ONE: GENERAL INTRODUCTION

In this study, we attempt to focus on the impact of organizational communication in enhancing work effectiveness of local entities. It is about to assess the ways through which these above mentioned entities achieve effectively their foreseen goals via communication. We will be starting from the chapter one by proposing the study, chapter two which deals with other related literatures and its fields where they are applicable, and chapter three is about the methodology and method to use in a bid to get to available data, the fourth is collecting them and their analysis and then some recommendations should be raised or other direction of up-coming researches.

Societies and organizations are continuously constructed by their members through communicative processes. In Weick's terms, communication is the core process of organizing (Weick 1979). Organizational communication as an academic discipline embraces the study of symbols, messages, media, interactions, relationships, networks, persuasive campaigns, and broader discourses within an organization be it a corporation, governmental agency, religious institution, social movement, or the like (cf. Cheney et al. 2004).

In some respects the field is broad as the area of media and communication science in a confined setting. However, organizational communication could also be used as a general term to cover public relations, public affairs, investor relations, labour market communication, corporate advertising, environmental communication and internal communication (van Riel 1995). This holistic view seems to be more advocated by European researchers.

Moreover, since organizations both influence and are influenced by the larger social, political, cultural, economic, and technological contexts in which they operate, organizations, and their internal and external communication, are important research objects for media and communication researchers. In an international perspective, organizational communication is a flourishing field of research. Its breadth and diversity makes it impossible to review as a whole, according to Jones et al. (2004: 723).

Within International Communication Association, ICA, organizational communication is the fourth largest group (July, 2005). At the turn of the twenty-first century many countries are pursuing the study, although it has had a U.S. base as well as a U.S. bias for most of its 50-year history (Cheney et al. 2004). Some years ago Dalfelt, Heide and Simonsson argued that in Sweden, scholars seem to have missed the fact that organizational communication is a field that in an international perspective receives widespread and steadily increasing interest (Dalfelt, Heide, Simonsson (2001).

During the last decade, we have in fact seen a number of publications in this area, which gives the impression that this picture is no longer relevant. There is therefore a need for a research review, which traces out the recent developments. These arguments were taken as the starting point for the following review of the Swedish research, which aims to give an overview of research topics, methods and perspectives. Swedish research on organizational communication can be traced back to the 1970s. The area with the longest tradition is public information of non-profit organizations. From the 1980s onwards a number of studies in governmental organizations' external communication during major crises in society have appeared. During the last fifteen years, research focusing on organizations' internal communication has developed.

1.1 Introduction

This chapter comprises the historical background of organizational communication its impact on work effectiveness local government institutions. This chapter is showing the background of organizational communication, the significance of this study, the statement of the problem, relevant question on which the study will be conducted, objectives of the study, the hypothesis, the scope of the study both in time and in space, and lastly the organization of the study. Theses are for showing if Communication is recognized as a key element in the management of any institution, whether it is a multi-national corporation, a small non-governmental organization or in a Local Government entity.

1.2 The background on Organizational Communication

Redding and Thompkins (1988:07) identify three periods in the development of organizational communication. During the Era of Preparation (1900 to 1940) much of the groundwork was laid for the discipline that we know today. Scholars emphasized the importance of communication in organizations. The primary focus during this time was on public address, business writing, managerial communication, and persuasion. Herbert S. wrote in 1947 about organization communications system saying communication is absolutely essential to organizations. The Era of Identification and Consolidation (1940-1970) saw the beginnings of business and industrial communication, with certain group and organizational relationships being recognized as important.

During the Era of Maturity and Innovation (1970-present), empirical research increased, «accompanied by innovative efforts to develop concepts, theoretical premises, and philosophical critiques»

Follett were setting the cornerstones for organizational communication by acknowledging the role of communication as key to organizational practices. During the industrial age, the focus of organizational communication was on worker productivity, organizational structure, and overall organizational effectiveness. The organizational communication can arguably be traced back to Alexander R. Heron's 1942 book Sharing Information with Employees that looked at manager-employee communication (Redding et al, 1988:09). Putnam, et al (1985:131) stated that the specialization of «organizational communication grew out of three main speech communication traditions: public address, persuasion, and social science research on interpersonal, small group, and mass communication''.

Instead of providing a long, drawn out history of the field of organizational communication as we know it today, we've provided a brief timeline dating back to the 1750s when the Industrial Revolution began in the United Kingdom. The introduction of steam-powered machinery forever changed the way businesses operated and led to the eventual creation of the modern corporation. Major Events in Organizational Communication" is a summary of the major events in the history of organizational communication, it is not meant to be an exhaustive list, but only a representative list of some of the major key-moments in the study of organizational communication.

Eisenberg, (2007:22) defines the organizational communication as the transmission of a message through a channel to a receiver. In the social constructionist approach, organizational communication can be defined as the way language is used to create different kinds of social structures, such as relationships, teams, and networks. The former definition emphasizes the constraints that are placed on communication given pre-existing organizational structures and the latter definition highlights the creative potential of communication to construct new possibilities for organizing. However, organizational communication may be viewed more profitably as balancing creativity and constraint, as it is never entirely either constrained or creative. The definition of organizational communication as balancing creativity and constraint focuses on how individuals use communication to work out the tension between working within the constraints of pre-existing organizational structures and promoting change and creativity.

For Herbert (1958:07), Organizational Communication is the process by which activities of society are collected and coordinated to reach the goals of both individuals and the collective group. Bevelas (1990:50) developed new theories on organizational communication which were emphasizing on learning organization and system thinking. He has shown that communication patterns or networks influence groups in several important ways, such as completion of the assigned tasks on time, the position of the factor leader in the group or group member satisfaction for occupying certain position.

African continent is not only unique in customs, tradition, and culture, but also in its means of communication. All the means of communication originated from the earliest Africans in the old Egypt. The civilization later spread to China, India, Greece and Rome. The uniqueness of the African means of communication is embedded in their originality, creativity, tradition and culture of the people. These essentially make them highly effective and enduring in the dissemination of information personally, inter-personally and through group communications.

Scannell,(2009:77), the African Oral Media like the use of gongs, drum beats, town criers, puppet shows, dance, singing and masks actually influenced the Greek and the Roman civilizations which Harold Adams Innis, a Canadian economic historian of the 1940s, who influenced the thoughts of McLuhan, describes as the best means of communication that will be enduring.

In our country, organizational communication is to be reckoned effective due to many ways of improving and enhancing organizational work effectiveness in local entities. In Official Gazette n° 41 of 14/10/2013 on LAW N^O06/2013 OF 22/08/2013 REGULATING THE INTERCEPTION OF COMMUNICATION pp5-12, under the Presidential Decree, adopted by Parliamentary (The Chamber of Deputies, in its session of 16 May 2013; The Senate, in its session of 25 March 2013;) and promulgated the law regulating organizational communication of any accepted kind to enhance the local entities work effectiveness. (Official Gazette n° 41 of 14/10/2013). Currently, local entities in Rwanda have adopted the new and easier way called CUG (Closed User Group) from the top administrative level up to the village level.

1.3 The problem statement

In today's world, we all must be communicatively aware and ready to cope with rapid organizational change during this «information-intensive age» where downsizing, strikes, illegal activities, and bankruptcies dominate the headlines (Deetz,S. (2001:17) Ineffective communication can cause many problems that can impact relationships, productivity, job satisfaction, and morale as we interact in organizations. As we continue our education in college, we should continue to understand the need to be prepared for a perpetually evolving, increasingly diverse, and unpredictable global workplace. The key to organizational success, both for us and the organizations with, who is involved, is effective communication.

Eisenberg, E. M., & Riley, (2001).pp291 Organizationally, communication failure occurs due to information overload, communication anxiety, unethical communication, bad timing, too little information, message distortion, lack of respect, insufficient information, minimal feedback, ineffective communication, and even disinterest or apathy. To be successful in our organizational environments, we need to be earnest participants, as well as active listeners, to ensure effective communication and mutual satisfaction. Organizations cannot successfully operate without effective communication at every level. In fact the problem which happens within organizations is the gap among citizens and information flow to be aware of updates.

Notwithstanding the ways of organizational communication in my case study, there is also a problem related to the insufficient of office and basic infrastructure such as house which shows that other necessary commodities are inexistent, and I wondered how citizens get necessary and timely information while there are three offices in one institution, accordingly I am raring to go and search whether organizational communication can enhance work effectiveness in local government entities in the already mentioned case study. Not only lack of basic infrastructure, but also the population who are always moving due to their occupation becomes another constraint to effective organizational communication.

1.4 Research Questions

Any research can't be achieved without questions to search for answers; it is in such a way that this research will be guided by general and specific questions which are the following to assess generally and particularly what are compromising issues on organizational communication in Tumba Sector.

1.4.1General research question

C. What is the impact of organizational communication on worker effectiveness in Tumba sector?

1.4.2 Specific questions

2) Who are responsible for local citizen and organizational communication in Tumba Sector?

3) What time does it take to communicate local people in Tumba about action to be done?

B.1) How often Tumba Sector's go on field to meet citizens for informing them about government programs?

C.1) What are preferences/ wishes of citizens in Tumba Sector to get easily the update information?

2) What happens to information disseminator when information doesn't reach the the destination?

3) What shows that organizational communication enhances work effectiveness in Tumba Sector?

1.5 Objectives of the Study

Normally in order to well attain any specific research, they should be pertinent objectives to motivate the researcher; this study will be underlying on to pursue the general and specific objectives which are the following:

1.5.1 General Objective

To assess how the organizational communication is done within Tumba Sector leaders.

To examine whether the organizational communication enhances work effectiveness in Tumba Sector?

1.5.2 Specific Objectives

1. To find out if organizational Communication done through the citizen of Tumba Sector enhances work effectiveness.

3. To highlight the action that shows the work effectiveness due to organization in Tumba Sector.

1.6 Research hypothesis

The construction of Hypothesis brings clarity and specificity on the research problem because it raises a form of set of bunch and speculation to investigate while conducting the research. It brings direction and tells what information to collect and thereby provide a great focus.

The organizational communication enhances work effectiveness of local government entities.

1.7 Scope of the Study

The scope of the study is divided into: place scope and time scope. In conducting my research I will be limited on the Effect of Communication in enhancing Local Government performance.

I chose these complementary concepts in order to get full information on how goals can be reached by means of communication among the population.

1.7.1 The time scope

The time that I have taken from 2010 to 2014 in TUMBA Sector within Huye District, It will provide much more information necessary on how organizational communication is a prominent issue in enhancing work effectiveness of Local Government entities.

1.7.2 The Scope in place

The study of effects communication in enhancing local government performance will be carried out in Southern province, HUYE District especially in TUMBA Sector.

I have selected this Sector as a place where I will conduct my research because I was interested in studying communication as a backbone of any institution, Another element which encouraged me to choose this sector is that there; I can easily get such an area and also it is not far from my residence place where it sh ould be easy to get information.

1.8 Significance of the Study

Every scientific research should inevitably have it implication both on individual, institutional and even the national level, this study will have its personal, academic, national, institution and social significance:

Nationally, this study will help the decision makers to take some measures to enforce means of enforcing communication through local government in order to have effective performance.

At the institutional level: this research will contribute the resolution of the problem

By Contributing valuable information on areas to help improve organizational communication and identification of the problem that previously affected the communication link between staff and personnel. By identifying alternative means of communication and determining what methods and resources available to improve in this area, the goal is to eliminate any communication barrier between line staff and personnel.

The goal will be alternative methods, ideas or alternative methods to eliminate or at last minimize any barrier that may exist.

Academically, the school will be increasing the number of graduates which makes it to reach a considerable step in promoting Education especially in the College of Arts and Social Sciences. It will also be used by other researchers in future years that will be carrying out the related topic with organizational communication towards work effectiveness of local government entities.

Personally, the importance of this study is to increase knowledge on to accomplishing a research on a particular issue especially in my field of Public Administration in which it will also done as a partial of the requirements for the award of bachelor's degree in.

1.9 Organizational of the Study

The chapter one presents background of the study ,problem statement , research questions, hypothesis, and objectives of the study , significance of the study , its scope ,and organizational of the study.

Chapter two presented a literature review, about the study from different sources such as books, reports, electronic sources and other relevant sources.

Chapter three presented the methodology of the study such as study area, sample size, and selection, population study, methods of data collection.

Chapter four covered the analysis and interpretation of findings in relation to the objectives of the study.

Chapter five presented the summary of the findings, conclusion and recommendations of the study.

As I afore-mentioned, beside of the components of this chapter mentioned at the instigation, it show the overall background of the whole study, but however as far as the study will be processing there may probably be some additional or elimination of some elements due to the data that will be gathered in the third chapter. This may happen if unpredicted elements occur while it should have mentioned in this proposal of the study.

CHAPTER: II CONCEPTUAL AND LITERATURE REWIEW

A literature Review is an account of what has been published on a topic by accredited scholars and researchers and a discursive prose not a list describing or summarizing one piece of literature after another. It also is a part of the introduction to an essay, a dissertation, a research report, and/or thesis. It aims at showing and conveying the readers what knowledge and ideas have been established on a topic and what are they weakness and strengths, guiding and enlarging the knowledge about the topic under study.

2.1 Introduction

This chapter comprises the definition and related terms of relevant concepts within the topic, it for making clear that this study is crucial because other author s published their work on it. The emphasized concepts are: organization, communication, and organizational communication, work effectiveness, local, local government, and local government entities.

2.2 Organizational communication

2.2.1 Communication in proper context

According Richter, (2000: 03), the Communication is the process of meaningful interaction among human beings. It is the act of passing information and the process by which meanings are exchanged so as to produce understanding». The word communication comes from a Latin word: communicare which means to transmit, to share, to pass along or make known. The way humans communicate has undergone dramatic changes in the past century and even more so in the last decade or two. Early civilizations expressed themselves by using signs and symbols in communication. Later, language systems developed differently indifferent parts of the world so we could talk to each other.

Communication requires a sender, a message, a medium and a recipient, although the receiver does not have to be present or aware of the sender's intent to communicate at the time of communication; thus communication can occur across vast distances in time and space. Communication requires that the communicating parties share an area of communicative commonality.

MacBride et al (1981:8) identified some specific functions of communication as: i) Information: the collection, storage, processing and dissemination of News, data, pictures etc required for everyday life. ii) Socialization: the provision of a common fund of knowledge which enables people to operate as effective members of the society in which they live. iii) Motivation: the fostering of individual or community activities, geared to the pursuit of agreed goals. Education: the transmission of knowledge so as to foster intellectual development, character formation and acquisition of skills. iv) Cultural promotion: the dissemination of cultural and artistic products for the purpose of preserving the heritage of the past. v) Entertainment: the diffusion through signs, symbols, sounds and images for personal and collective recreation and enjoyment

According to Rothwell (2000:38), there are Interconnectedness between Verbal and Non-Verbal Communication: a) Repetition: Repetition reduces ambiguity and enhances the accuracy of message perception. Also consistency of verbal and non-verbal codes increases the clarity and credibility of messages. b) Accentuation: Accenting enhances the power and seriousness of verbal messages. When we use the vocal emphasis, it adds emphasis when desired. c) Substitution: A yawn can substitute for the verbal «I am tired» or «I am bored»; «a wave», «goodbye»; an «uh-hum», «I understand; and shaking your head in disapproval, «no». d) Regulation: Conversation is regulated by non-verbal cues. Students can signal intention to speak by rising up their hands, and a teacher can regulate by recognizing a student's desire to speak by pointing to the person, meaning it is «your turn to speak». e) Contradiction: Sometimes we contradict verbal messages with nonverbal cues i.e. there are inconsistencies between verbal and non-verbal cues. Essentially the words say one thing, but gestures, facial expressions, eye contact, posture, tone of voice, and physical proximity leak contradictory information.

2.3 What Is An Organization?

Before defining the organizational communication, let's look at what an organization is, and how pervasive they are in today's society and consider what Amitai (1964:01) stated about it, «We are born in organizations, educated by organizations, and most of us spend much of our lives working for organizations». Simply put, from birth to death, organizations impact every aspect of our lives.

Stephen P. Robbins (2001:04) defines an organization as a «consciously coordinated social unit composed of two or more people, which functions on a relatively continuous basis to achieve a common goal or set of goals». We organize together to achieve what we cannot accomplish individually. Organizing happens through communication. We organize together for common social, personal, political, or professional purposes. When people form organizations they establish rules, hierarchies, structures, divisions of labor, designated/negotiated roles, and interdependent relationships. Organizations are complicated, dynamic organisms that take on a personality and culture all their own

Zalabak, 2006:13) stated that Communication has crucial impacts within or among workgroups in that organization communication can be a channel to flow information, resources, and even policies. Given the importance of organization communication and its managerial impacts, Organizational communication can be broadly defined as communication with one another in the context of an organization.

This type of communication, in turn, includes activities of sending and receiving messages through various layers of authority, using various message systems, and discussing various topics of interest to the group we belong to or the company we work for.

2.3.1 Organizational communication

Robson, (2006:02) Organizational communication is a process that enables groups and or partners to learn from each other and to coordinate their tasks, helping the group to develop and maintain a viable relationship. Stanley (2001:02) We define organizational communication as the sending and receiving of messages among interrelated individuals within a particular environment or setting to achieve individual and common goals. Organizational communication is highly contextual and culturally dependent, and is not an isolated phenomenon. Individuals in organizations transmit messages through face-to face, written, and mediated channels.

Messages can be verbal (expressed in words, or involve words, consist of gestures, facial expression, or/and several postures and body languages.) or non-verbal (when it stem from silent) Virginia Satir pointed out that people can't help but communicate symbolically (through clothing, or possessions). A number of variables influence the effectiveness of communication can be found in the environment where that communication takes place, personalities of the senders and the receivers which can even raise some difficulties.

It may also be influences by relationship in between the sender and the receivers such status differences, staff line relationship. In Putnam and Pacanowsky's1983 text communication and organization; an interpretive approach by using qualitative approaches such as narrative analyses, participants-observation, interviewing, rhetoric and textual approaches

For Arnold (2011:23); to meet the criteria for successful organizational communication, it is important to understand that an organization is a unit set up to achieve certain goals and communication helps implement the basic functions of management such as planning, organizing, and control; and thus organizations can fulfill their duties.

The first essential criteria for organizational communication: It is decision-making by management without the necessary information, problems cannot be solved, nor can a decision be reached on any issue.

The second essential criteria for organizational communication: It is the way the organization is structured for communication. Studies on organizational communication presuppose the existence of flow; that is, the information should flow through the organization in such a way that it reaches all levels, to achieve the goals originally proposed. The third essential criteria for organizational communication: It is how an organization distributes information internally because organizations need to absorb needed information to function effectively.

The fourth essential criteria for organizational communication: It is allowing a company and employees the ability to adapt to technology. According to Arnold (2011), «Technology has made an impact in the workplace with fax machines, electronic mail (e-mail), Internet and cell phones that reduce the need for travel and transportation. The choice of e-mail, for example, is so new that all its advantages and disadvantages are not fully known and documented. It is not the medium that will ensure effective communication, but the way communication process it built among stakeholders.»

Barge (2004:31) reaffirmed that there are several research areas within the field of organizational communication. For ease of presentation, identified here are five major areas that organizational communication scholars study: (1) leadership, (2) teams, (3) communication networks, (4) organizational culture, and (5) organizational learning.

Organizational Communication in Leadership and teams management: leadership may be defined as a communicative process where the ideas articulated in talk or action are recognized by others as progressing tasks that are important to them. This definition of leadership suggests that leadership may take many different forms and be associated with many different styles of communication. Nevertheless, a review of the literature suggests three important principles for effective leadership communication

At some level, effective leadership communication connects with the important values, attitudes, and commitments of followers and is viewed as addressing significant issues and facilitating task accomplishment

Effective communication balances the needs to create strong interpersonal relationships and accomplish tasks, maintain a balance between order and chaos within the organization, and use rewards and punishments to motivate followers. Rather than take an either-or position, effective leaders try to create a «both-and» position where oppositions are integrated constructively.

Every context is unique, and effective communication is appropriate to the special combination of people, time, place, and topic.

For Hybels and Weaver (2001:77), presented Methods of Organizational Communication by which people communicate, including language, signals, facial expressions, music, body movements, gestures, etc.). They grouped types of communication as, «intrapersonal, interpersonal, small group communication, public communication, mass communication, inter-cultural communication and ethical communication.» In libraries, language, both oral and written, is the most frequent and important way people communicate. Nonverbal communication, such as facial expressions, body language, etc., is also important in any organization, including the library.

2.3.2 Organizational Communication and Services

Kreps (1990:33) Communication is part of the process whereby rules, regulations, and responsibilities are designed and presented to members of the organization. Communication should not be overlooked when considering ways to improve services. He also states that, «communication in an organization serves to establish managerial control, provide workers with job instruction, and enable managers (librarians) gather information for planning.

In the views of Champoux (1996:35-37), observes that the function of organizational communication includes: Information sharing; it is the concerned by all possible means of distributing information. The Feedback: (how the receiver of information react), integration to coordinate diverse functions, Arguments (the way of discussing to the information), and Innovation (the outcome resulting from skill gotten due to that communication). Lesikar, in Stoner (2000:22) The Organizational communication is influenced by many factors: list the following factors: Formal channels of communication, Authority Structure, Job Specialization, Information Ownership.

2.3.3 Barriers to Organizational Communication

Diwan (2000:113) asserts that, «the problem of effective communication is unfortunately greater than just the recognition of its scale and importance.» People may be unaware that their attempts at communicating have not been successful. The Effective communication is needed for productivity. Open or effective communication is not always obtained. Koontz (2001:99-101) summarizes the barriers against communication, saying that, «communication problems are often symptoms of more deep-rooted problems. For example, poor planning may be the cause of uncertainty about the direction of the organization.

Some barriers to effective communication: Therefore, Onuoha (1991) notes the following barriers: Communication overload, badly expressed message, inappropriate medium/Language, Poor, listening/decode and premature evaluation arising from lack of understanding, Grapevine with informal organizations within organizations, Hostility between the participants, Bureaucracy.

Peterson (1962:44) observes that, «communication can and does affect work adversely if not properly handled. There are graduations of degrees of these effects, ranging from a slight drag against the progress of the enterprise to the causing of errors or misunderstanding of the philosophical foundation of the main organization, and thereby make the output of the system virtually impossible,» stating further that, «one ever-present cause of faulty communication is that, language, whether oral or written, is itself faulty or imperfection when the meaning of words and sentences and equally the emotional content is ambiguous.

The American Management Association (AMA) (1955:84) suggests the following standards for effective organizational communication climate: Clarity of ideas, Examination of purpose, Understanding of human and physical environment, Planning, consultation and discussions, Request for support and approval, Weigh and consider the content and also the overtones of the message, Communicate helpful and palatable messages, Actions must be congruent with communication, Listen well to get the organization move forward.

Conrad (2005:16) Organizational Communication is essential in Teams Building, team may be defined as two or more people who have a specific performance objective or recognizable goal to be attained where the coordination of activity among the members of the team is required for the attainment of the team goal or objective.9 A variety of teams exist within organizations such as work teams, project teams, research and development teams, sales teams, and special task forces.

Clear elevating goal: High performance teams have both a clear understanding of the goal to be achieved and a belief that the goal embodies a worthwhile or important result. When setting goals, it is important to remember that: (a) goal setting is better than no goal setting, (b) specific versus vague goals are better, (c) difficult goals are better than easy goals, and (d) participative goal setting is equally effective when compared to assigned goals provided the person assigning the goal is viewed as having more authority, power, and expertise than the follower

Results-driven structure: Different kinds of performance objectives require different kinds of team structures. For example, creative teams such as those in advertising agencies would need to have a structure that fostered out-of-the-box thinking while tactical teams such as a surgical unit in an operating room would require a structure that facilitated executing surgeries in a competent and efficient manner. High-performing teams need to have clear roles and accountabilities, access to needed information from credible sources, a system to help them monitor performance and receive feedback, and a fact-based decision-making style.

Competent team members: High performance teams must be comprised of people who have the required: (a) technical competencies the substantive knowledge, skills, and abilities related to the team's objectives, and (b) personal competencies the qualities, skills, and abilities necessary to identify, address, and resolve socio-emotional issues.

2.3.4 Organizational Communication and organization culture

For Driskill (2005:28), Organizational culture may be defined as the knowledge, ideology, values, and rituals that individuals share.

There is not a single organizational culture within organizations, as unique sub-cultures may emerge within organizations according to demographics such as race, gender, sexual orientation, organizational tenure, and membership in a particular work unit or division

According Driskill (2005:33), to the direction of information flow, organizational communication has been trichotomized into downward, upward, and horizontal directions, which depends upon who initiated the communication and who received it. The boss-subordinate transaction through downward or upward communication is probably the most common communicative situation within a work organization.

a) The downward communication: This means the flow of information from superiors to subordinates and it is a dominant channel in accordance with formal communication networks. Garnett (1992:102) identified four roles of downward communication: conveying a vision, communicating to motivate subordinates, providing feedback on subordinates' performance, and assigning tasks and conveying task-related information. Likewise, Katz indicates five types of downward communication, including job instruction, job rationale, procedures and practices, feedback, and indoctrination of goals. In most cases, task-related messages, such as goals, disciplines, orders, policies, and directions, are dominant. (Katz 1966:7)

However, this type of communication can cause message overload to individuals, especially subordinates who usually receive messages, and it leads them to avoid receiving messages from supervisors, senders. The empirically proved the relationship between information overload and organizational satisfaction and performance. He found that perceived information overload is associated with lower performance but higher job satisfaction because filtering means that messages have chances to be changed or distorted during their travel from top to down within an organization due to «number of links in a network, perceptual differences among employees, and lack of trust in a supervisor». O'Reilly (1980:8)

b) The upward communication: this type of communication within an organization is the flows of information from subordinates to superiors. Upward communication is a channel to know «how work is processing, what problems and opportunities subordinates see, what ideas subordinates have for improving performance, what intelligence subordinates gather about what clients and other organizations are doing and what subordinates feel about the agency, their superiors, and their jobs». Garnett (1992:9)

c) The horizontal /lateral communication: Horizontal or lateral communication consists of messages that are transmitted to other individuals on the same rung of the organizational hierarchy. In essence, horizontal or lateral communication occurs when individuals who have roughly the same status interact with one another in an organization. It indicates the lateral exchange of information, which flows in accordance with the functional principle among people on the same level within an organization. Upward and horizontal communications are emphasized for employee satisfaction (Miller, 1999:9).

However, upward communication could be another instrument to control and regulate subordinates, as Shermerhorn, (2005: 10) mentioned: «upward communication keeps higher levels informed about what lower level workers are doing, what their problems are, what suggestions they have for improvements, and how they feel about the organization and their jobs.

External communication processes link multiple organizations and connect the organization to its environment. Organizations exist amidst a complex web of relationships among multiple audiences, which Grunig described as components enabling the environmental sector that controls the allocation of authority (governments, regulatory agencies); the functional sector (suppliers, employees, customers); the normative sector (trade association, professional organizations); and the diffused sector (local community, media). Thus, at the inter-organizational level of research, communication is understood in the network relationship. Grunig (1984:11)

The External communication can also be divided into several types in accordance with the target groups. There are, for instance, external communication types with clients, with private companies, with political parties, with nonprofits, with government agencies, and so on.

2.3.5 The objective of organizational communication

The crucial objective is to procure internalizing organization's goal and policy from all employees, to give the idea that employees are considered as important by providing interactivity among employees working in several departments and in this respect to increase job satisfaction, to maintain operation of organization and to attain the objective of organization (Ince, 2011:56).

Dolphin (2005:46) positioned out some of organizational communication in improving employee's wellbeing and performance in their work effectiveness. i) Tackle Queries of Employees: Communication must address the information of employees, the management of changes and the motivation of employees ii) Generate Community Spirit: Organizational communication is considered as an important antecedent of the self-categorization process, which helps to define the identity of a group and to generate a community spirit, which fits into organizational requirements. iii) Build Trust: The dominant perspective in literature is that trust results in distinctive effects such as more positive attitudes, higher levels of cooperation, and superior levels of performance.

iv) Motivate Employees: Motivation is the influence or drive that causes us to behave in a specific manner and has been described as consisting of energy, direction, and sustainability. v) Employee Commitment: Communication studies find commitment is linked to employee voice and argumentativeness, which concepts involve freedom to speak up about concerns and ability to argue the issues surrounding these concerns. v) Job Security: Recent meta-analytic evidence demonstrates that employees who see their jobs as lacking security tend to have lower job satisfaction, less organizational commitment, and a stronger intention to turnover. vi) Add Feedback: Appropriate communications provide employees with feedback and reinforcement during the change which enables them to make better decisions and prepares them for the advantages and disadvantages of change. vi) Motivate Employees: Motivation is the influence or drive that causes us to behave in a specific manner and has been described as consisting of energy, direction, and sustainability. vii) Reduce Uncertainty: Information is not only a pre-requisite to the ability of influencing the outcomes, but knowledge about the motives for change also

John R. Baldwin presents five aspects of organization: Existence of a social collectivity, Organizational and individual goals; Coordinating activities; Organizational Structure; Embedded within an environment of other organizations. He also presented the types of organization: Monolithic: Highly homogenous; work within one country, a) Multinational/Plural: Identify with one country, but work in others, b) Multicultural: Values cultural diversity, absence of prejudice, minimal intergroup conflict, c) International: Identify with two or more countries, with people in each culture following own cultural attributes, d) Global: Identify with global system; treat world as integrated whole, operate «borderless,» asset exchange, and e) Transnational: Make selective decisions for each country, flexible; empower local subsidiaries to play key role; develops shared vision

2.3.6 The important key characteristics of effective organizational communication

These powerful stats were just a few of the takeaways from the Webinar: Why do Some Teams Success and Some Struggle. The Role of Behavioral Data to Develop High Performing Teams, co-hosted by PI Worldwide and the Human Capital Institute (HCI). In the broadcast, PI Worldwide's Director of Learning & Development Michelle Kozin along with executives from Predictive Index clients New Cap Media and Remy International discussed their strategies and best practices for building effective teams, including the following five important characteristics: ( http://www.piworldwide.com/5-key-characteristics)

1. Meaningful Common Purpose: Individual contributors must collectively understand and commit to their team's purpose. Therefore, it is up to the manager to clearly define the expectations and responsibilities for each role, and ensure alignment between the person and the role.

2. Clear Performance Goals: What does success look like? What is the group trying to accomplish? What work needs to be done to achieve the desired outcome? In high functioning teams, managers make sure that all contributors understand and accept both the end goal and the game plan for getting there.

3. Diversity of Skill and Personality: While managers should strive to have some consistencies in teams, bringing different people together who can offer different skills and perspectives will helps drive creativity and innovation. Moreover, it will help bring balance to the team in terms of tasks, people, risk and rules.

4. Strong Communication and collaboration: Effective communication between team members and from the manager to the teams sets the foundation for collaboration. Behavioral data can help managers get a better understanding of communication styles and motivating drives, all of which can help managers better predict how the group will interact, potential challenges that may arise and how they may approach shared goals.

5. Trust and Commitment: One of the key building blocks of successful teams is a strong sense of shared trust among team members. A lack of trust impedes on individuals ability to build rapport and trust thereby jeopardizing productivity. It is clear much of what makes teams successful is rooted in understanding the individual behaviors and motivating needs of the team members. Using assessments to obtain this data can impact a manager's ability to predict performance and improve the effectiveness of the team

2.3.7 The perspectives of organization communication

2.3.7.1 Organizational Communication» as a Discipline

The first way the term «organizational communication» is commonly used is as a descriptor tool that refers to a specific sub-division of the communication field. However, organizational communication is not an academic area of study unique to the field of communication studies. Because organizational communication is a unique discipline there are courses, books, and degrees all associated with the study of organizational communication.

According to Mumby (1996:83) «A community of scholars constitutes a disciplinary matrix when they share a set of paradigmatic assumptions about the stud of a certain phenomenon.» Disciplining organizational communication studies in essence, organizational communication as a discipline because people who study it share a common conception of the study of this thing called «organizational communication.» Mumby and Stohl went on to note that «This does not mean that there is a consensus on every issue, but rather that scholars see objects of study in similar ways, and use the same language game in describing these phenomena.» In fact, you may find your teacher or even yourself disagreeing with our interpretation of certain aspects of organizational communication, which is very much a normal part of any academic discipline.

2.3.7.2 Organizational Communication as a Descriptor

The second way we can view the term «organizational communication» is as descriptor for what happens within organizations. Deetz explains, «To think of communication as a way to describe and explain organizations. In the same way that psychology, sociology, and economics can be thought of as capable of explaining organizations' processes, communication might also be thought of as a distinct mode of explanation or way of thinking about organizations.

The organizational communication as it has been studied in the past and continues to be studied today is a hybrid field, which means that people in a variety of different academic areas conduct research on the topic. People in anthropology, business, psychology, sociology, and other academic areas conduct research that is fundamentally about organizational communication. Communication scholars differ in how we approach organizational communication because our training is first, and foremost, in human communication, so we bring a unique history and set of tools to the stud of organizational communication that other scholars do not possess.

2.3.7.3 Organizational Communication as a Phenomenon

The final way one can view the term «organizational communication» is to view it as a specific phenomenon or set of phenomena that occurs within an organization. For example, when two employees get into a conflict at work, they are enacting organizational communication. When the chief financial officer of an organization is delivering a PowerPoint presentation on the latest quarterly earnings to the organization's board of directors, he or she is engaging in organizational communication. The latest advertisement campaign an organization has created for the national media is another example of organizational communication.

According to Innis (1950:7) the Ancient History of African Communication Means; said that the uniqueness of the African means of communication is embedded in their originality, creativity, tradition and culture of the people. These essentially make them highly effective and enduring in the dissemination of information personally, inter-personally and through group communications. Really, the African Oral Media like the use of gongs, drum beats, town criers, puppet shows, dance, singing and masks actually influenced the Greek and the Roman civilizations (Scannell,2009) which Harold Adams Innis, a Canadian economic historian of the 1940s, who influenced the thoughts of McLuhan, describes as the best means of communication that will be enduring.

There are four types of organization communication, these include: interpersonal, intra-group, intergroup, public or mass communication (Hume, 2001& Dawkin, 2005:37)

a) Interpersonal communication: this is communication between people. Usually it is face to face. For example: a manager and an employee.

b) Intra-group communication: this relates to the interaction of people within a small group such as a department in an organization.

c) Intergroup communication: this refers to the sharing of information between groups of people. For instance between one department and another.

d) Public or mass communication: this is communication made to the general public. It relates to lots of people at once. For instance: TV, radio or newspaper advertisements.

2.3.7.4 How can the internal communication reach effectiveness at work place?

In this regard Grunig (1992) maintains that for internal communication to produce its expected results, it must be effectively designed, implemented and managed. Grunig adds that if this is done, the organization may benefit in the following ways: 1) Employees can make decisions themselves since they have the tools and knowledge to know the «right» decisions in line with the organization's goals 2) Staff can identify with the goals, mission and procedures of the organization, which can result in a sense of «making a difference» and Increase effort and efficiency, 3) Departments will share more resources and information resulting in less duplication of work, 4) Day-to-day conflicts can be reduced since a lot of conflict within an organization is as a result of conflicting ideas on what is important to the organization.

For Hume, (2001:37) internal communication is all the aspects of communication within an organization. Not only is it limited to a few communication channels within the organization such as newsletters, notice boards, emails, memos and staff meetings, it includes all interactions within the organization that convey meaning

A key factor that emanates from many communications studies (Madlock 2008& Moris2003) is that in many organizations communication programs fail partly because they are not strategically managed. Madlock (2008) argues that an organizations communication strategy should emerge from, and be guided by the organization's overall strategic plan. If planned strategically, internal communication will significantly enable the organization to achieve its goals more effectively

Because different people can't receive information in the same way, the sender should use diversified means of sending the messages. Management and Administrative Sciences Review (2013)

· Skills: With the advent of a wide range of new technologies, new human skills are needed to communicate effectively. Management should be absolutely sure that people who are delivering the messages have the skills to get the message across such as writing, good verbal presentation and good group facilitation skills.

· Feedback: Effective internal communication should be open to feedback (two-way). Feedback or two-way communication can involve management presentations, meetings, consultative committees, discussion groups, attitude surveys or training needs analysis.

· Monitor Effectiveness: Managers should make sure that messages communicated get through. They must ensure that tactics are being implemented on time and as planned, and make any adjustments necessary to achieve this.

· Assessment of effectiveness: An internal communication strategy requires continued assessment and updates. An assessment of communication between management and employees can help the organization to understand why communication is not as effective as it could be and should provide some clear signposts for action to redress the problems.

Hardani (2012:186) identified three styles are very influenced by the personal style of communication. The style of communications divided into 3 styles which are the following:

1. Assertive: a style in which individuals clearly state their opinions and feelings, and firmly advocate for their rights and needs without violating the rights of others. Assertive communication is born of high self-esteem.

These individuals value themselves, their time, and their emotional, spiritual, and physical needs and are strong advocates for them selves while being very respectful of the rights of others

2. Aggressive: a style in which individuals express their feelings and opinions and advocate for their needs in a way that violates the rights of others. It takes advantage of others; expressive and self enhancing at other's expense.

3. Nonassertive: it is a style of communication that encouraging others to take advantage of us; inhibited; self denying. Communication according to the prevailing hierarchy in the organization also did not close the possibility of using a tool or media, like computer.

However, in Dawkin?s (2005:99) study, it was found that communicating and sharing information with colleagues is often overlooked as everyone concentrates on getting work done and achieving the organizations objectives. In this regard he maintains that for internal communication to produce its expected results, it must be effectively designed, implemented and managed. He adds that if this is done, the organization may benefit in the following ways: 1) Employees can make decisions themselves since they have the tools and knowledge to know the «right» decisions in line with the organization's goals. 2) Staff can identify with the goals, mission and procedures of the organization, which can result in a sense of «making a difference» and increase effort and efficiency, 3) Departments will share more resources and information resulting in less duplication of work. 4) Day-to-day conflicts can be reduced since a lot of conflict within an organization is as a result of conflicting ideas on what is important to the organization.

2.3.7.5 Chronological Progression of Perspectives for Understanding Organizational Communication

Now that you have a better understanding of the concept of organizational communication, let's look at five different perspectives for understanding organizational communication that have developed over time.

The original perspective for understanding organizational communication can be described using a machine metaphor. At the beginning of the industrial age, where people thought science could solve almost every problem, American Frederick Taylor, Frenchman Henri Fayol, and German Max Weber tried to apply scientific solutions to organizations. They wanted to determine how organizations and workers could function in an ideal scientific manner. Organizations during the industrial revolution wanted to know how they could maximize their profits so the classical management perspective focused on worker productivity.

During this time, Weber was also developing his ideas about bureaucracy. He was fascinated on what the ideal organization should look like, and believed that effective hierarchies helped organizations operate effectively. Precise rules, a division of labor, centralized authority, and a distinctly defined hierarchy should be driven by rational thought void of emotion and outside influence (Weber, 1947).

Because of the overly mechanical nature of the classical management perspective, organizational scholars wanted to focus on the human elements that make up organizations. The human relations perspective emerged out of the deficiencies of classical management where managers neglected employees' needs and treated them as pieces of a machine rather than unique individuals. The human relations approach focuses on how organizational members relate to one another, and how individuals' needs influence their performance in organizations. In 1924 Elton Mayo and his team of Harvard scientists began a series of studies that were initially interested in how to modify working conditions to increase worker productivity, decrease employee turnover, and change the overall poor organizational effectiveness at the Hawthorne Electric Plant near Chicago (Roethlisberger & Dickson, 1939).

The Human Resources perspective picks up where human relations left off. The primary criticism of the previous approach was that it was still primarily concerned with productivity, and tried to achieve worker productivity simply by making workers happy. The idea that a happy employee would be a productive employee makes initial sense. However, happiness does not mean that we will be productive workers. As a matter of fact, an individual can be happy with a job and not work very hard.

Human Resources attempts to truly embrace participation by all organizational members, viewing each person as a valuable human resource. Employees are valuable resources that should be fully involved to manifest their abilities and productivity. Using this approach, organizations began to encourage employee participation in decision making.

Collectively, individuals in organizations achieve more than they can independently (Barnard, 1838; Katz & Kahn, 1966; Redding, 1972; von Bertalanffy, 1968). The systems perspective for understanding organizations is «concerned with problems of relationships, of structure, and of interdependence rather than with the constant attributes of objects» (Katz & Kahn, 1966, p.18). An organization is like a living organism, and must exist in its external environment in order to survive. Organizations are not isolated, and must interact with other organizations within their environments to survive. Without this interaction an organization remains what we call closed, and withers away (Buckley, 1967).

All organizations have basic properties. Equifinality means that a system (organization) can reach its goals from different paths. For example, each professor that teaches public speaking does so in a different way but, the end result is that the students in each of the classes as completed a course in public speaking. Negative entropy is the ability of an organization to overcome the possibility of becoming run down. Any steps your campus takes to keep its curriculum up to date, and its facilities maintained is considered negative entropy. Requisite variety means that organizations must be responsive to their external environment and adjust when needed. On the campus of your authors, there were not enough students attending. So, the campus did a marketing study to figure out how to reach potential students. Homeostasis points to an organization's need for stability in a turbulent environment. As gas prices have gone up, organizations impacted by these rising costs take steps to ensure their survival and profitability. Complexity states that the more an organization grows and interacts, the more elaborate it becomes (Katz & Kahn, 1966; von Bertalanffy, 1968; Miller, 2002). Think about huge companies like AT&T. It must have elaborate organizational systems in place to deal with all of its employees and customers in a competitive market place.

Each organization has unique characteristics that make it different from other organizations. Every organization has certain cultural differences such as language, traditions, symbols, practices, past-times, and social conveniences that distinguish it from other organizations. Each organization is rich with its own histories, stories, customs, and social norms. We can understand organizations by seeing them as unique cultures.

Simply put, the cultural perspective states that organizations maintain: 1) Shared values and beliefs, 2) Common practices, skills, and actions, 3) Customarily observed rules, 4) Objects and artifacts, and 5) Mutually understood meanings. Shockley-Zalabak (2002) contends, «Organizational culture reflects the shared realities and shared practices in the organization and how these realities create and shape organizational events» (p. 63). Not every individual in an organization shares, supports, or engages in organizational values, beliefs, or rules in a similar manner. Instead, organizational culture includes various perspectives in a continually changing, emerging, and complex environment

2.4 Local entities/ local government

The local government refers to a governing institution which has authority over a sub national territorially defined area; in federal systems, a sub state territorially defined area. These include towns, cities, counties, districts and regions governed in most cases by locally elected officials. Local governments' jurisdictional and administrative authority varies depending on the degree of decentralization and the national governance structure in a given country. (Tjosvold, 1991:61) Many of the theories used in developing cross-functional teams find their origins in small group organizational communication theories.

2.5 Meaning of effectiveness

Effectiveness is the degrees to which objectives are achieved and the extent to which targeted problems are solved or the capability of producing a desired result. When something is deemed effective,

it means it has an intended or expected outcome, or produces a deep, vivid impression; it is also means the degree to which objectives are achieved and the extent to which targeted problems are solved. In contrast to efficiency, effectiveness is determined without reference to costs and, whereas efficiency means "doing the thing right," effectiveness means "doing the right thing. ( http://www.businessdictionary.com/definition/local-government)

According to (Norbin, 2011:10), One of the key factors in attaining high level of organizational effectiveness is sound communication .Organizational communication consists of a number of principles «Communication is a central and not a peripheral component of organizational effectiveness. It is not a frill. It is vital; communication is a pervasive activity in organizations. It is not something that only some people in organizations must do or something that occurs infrequently.

2.5.1 The theoretical framework

The organizational communication has three aspects which are: interpersonal role including Figure-head, manager, and relation. Informational role include Monitoring, dissemination of information, speaker while the role of decision includes Entrepreneur, Problem solving, Appropriations and negotiation. (Mintzberg in International Journal of Social Science and Humanity, Vol. 2, No. 3, May 2012)

The functions organizational communication requires the following person's characteristics: Listener characteristics: Reading ability, academic achievement, and vocabulary, ego involvement with the message, fatigue, gender, extrinsic motivation, and ability to make a note and for the Speaker characteristic: speaking area, the fluency of the speaker's speaking, Speaker visibility, speaker credibility, and favorable attitude towards speaker. These characteristics can't achieve without the listener comprehension and Message characteristics such as Clear, unambiguous, active voice, containing similar points of view, disconfirmation on the listener's experience (Understanding model and audiences; source: Watson& Barker 1984)

Organizational communication is measured by Achievement of results, communicating effectively , dependability attendance , Job organizational Knowledge , makes effective decisions , planning organization, problem solving Judgment , productivity, Responsibility. And work effectiveness Handles and delivers multiple projects simultaneously Keeps individuals well informed of key organizational issues and needs Completes work in a timely manner Possesses knowledge and skills necessary to perform job Uses agreed upon criteria for decision-making rather than hidden agendas Updates staff regularly and communicates plans to those involved Resolves sensitive issues without making the situation worse Works effectively under pressure - balances multiple objectives Acts like a business owner, taking care of the needs of the unit (Michigan State University (2014) Job Effectiveness available at: http://www.hr.msu.edu/performance/supportstaff/JobEffect.htm accessed on the 24^th April 2015)

CHAPTER THREE: METHODOLOGY

3.1 Introduction

This chapter gives a detailed presentation of the tools and techniques that were used to investigate the research issues in the field. It includes spelling out the area of the study and study population. It further describes the methods and techniques used in the choosing the sample size and selection instruments like interviews and documentation to be used. It also includes data processing of data, finally this chapter provides the back ground against which the findings and conclusions of the study were examined and appreciated regarding their reliability and validity concerning the impact of Organizational Communication in Enhancing Work Effectiveness of Local Government Entities in Tumba Sector. This chapter intends primarily to highlight the methods and techniques that have been used in order to collect data for the purpose of carrying out this study

Fred (1964:70) stressed that the methodological research is a controlled investigation of the theoretical and applied aspects of measurements, mathematics, and statistics, and ways of obtaining and analyzing data. The Contemporary English dictionary (1995: 231), defines methodology as a set of methods and principles that are used when studying a particular kind of work.

According to Goddard & Melville (2004:31), answering unanswered questions or exploring which currently not exist is a research. For Industrial Research Institute, (2010:67) Research Methodology is a way to find out the result of a given problem on a specific matter or problem that is also referred as research problem. In Methodology, researcher uses different criteria for solving/searching the given research problem. Different sources use different type of methods for solving the problem. If we think about the word «Methodology», it is the way of searching or solving the research problem.

Jarol (1995:127) describes methodology as a systematic of searching solution to a researchable problem, and it is a science of studying how research is to be carried out, the procedures by which researchers go about their work of describing, elucidating and predicting phenomena is called research methodology.

According to Gilbert (1994:121) qualitative approach is interpretative. Then, in contemporary research practice, interpretative means that there is an acknowledgement that facts and values cannot be separated and that understanding is inevitably prejudiced because it is situated in terms of the individual and the event. Researchers recognize that all participants involved, including the researcher, bring their own unique interpretations of the world or construction of the situation to the research and the researcher needs to be open to the attitudes and values of the participants or, more actively, suspend prior cultural assumptions.

3.2. Research design

Christensen (1991); defines research design as an outline, a plan or a strategy specifying the procedures to be used in investigating the research problem. It is simply the framework or a study used as a guide in collecting and analyzing data. According to Churchill (1992:108) a research design is a framework or a plan for the study used as a guide in collecting and analyzing data. It is a blueprint that is followed in completing a study. He further defines a research design as a plan of action, for the purposes of this study; the researcher adopted a survey as his research design. Therefore, this study will make use of descriptive, qualitative research design for better describing, explaining and understanding the causal relationship between study variables: organizational communication and work effectiveness.

3.3 Sources of data

A source is one of the materials that the researcher uses for collecting information during the investigation» (Paige Wilson, 1989:2) the sources of data are both primary and secondary data.

3.3.1 Primary data collection

According to Churchill, L., (1992:182) primary data refer to information collected specifically for the purpose of the investigation at hand. Methods of primary data collection used to obtain the part of relevant information on the topic. According to Williamson et al. (1982:173), this method involves interview guide for all respondents to facilitate deeper discussions in depth assessments of the situation.

In order to obtain the primary data, then I will be using the interview and observation. In this step of primary data collection, (Rinjit 2005:136) observation is systematic and purposeful of selecting ways of watching and listening to an interaction or a phenomenon as it takes place. It has two types; participative and non participative observation, but due to a short time of research, is prefer to use the non-participative observation because I can't get enough time to share the life with the respondents.

According to Shankar (2006:56), Observation is one of the principle techniques of research in social sciences. Some of the difficulties arising from the use of interview in data collection can be overcome by combining Observation with interviewing .Science begins with observation and must ultimately return with observation for its final validation. This is chosen by the researcher in order to know how the information is given through communication in both officials and citizens in TUMBA sector.

Rinjit (2005:141) the interview as a common used method to collect information from the people is classified into structured or unstructured interview. I decided to use the unstructured due to the fact that it gives the freedom to the interviewee for the reason that you can raise the question and raise an issue that occur at the moment depending on what comes to mind in the context of discussion and get the answer.

3.3.2 Secondary data collection

Churchill (1992:182) Secondary data is information not gathered for immediate study at hand but for other purposes. Secondary data of this study were obtained from UR library, library CASS, MINALOC, the Presidential Order n° 28/01 of 06/7/2009, Organizational Structure- Rural Sector Type -April 2009, Report of Tumba Sector population 2011

For Kumar (2005:136) in order to collect data, I will use the documentation, whereby reading the government publication, client histories, national census, personal records, service records, and earlier research. Williams, T., (1982:155) asserts that «Analysis of available records may be the only way to obtain qualitative data». And Bailey (1979:266) argues another sources of data is the analysis of documents. This instrument is helpful to the researcher to get information from other researchers.

3.4. Study population

William fox (1992:06) defines population as «a set of cases from which a sample is drawn and to which a researcher wants to generalize». He continues by asserting that population is data pertaining to all or almost all cases to which a researcher wants to generalize.

For any study to succeed, information needs to be representative of the population covered by the research questions. A population refers to the total number of elements covered by the research questions (Scott, I et al 1998:307). «Population can be defined as the totality of persons or objects with which a study is concerned». Grinnell et al (1990:118).

Christensen (1991:101) asserts that, population refers to all the events, things or individuals that are the objects of investigation. This research is made to study the relationship between small and medium enterprises and rural development in Rwanda, thus the researcher surveyed a selected unit (enterprise) technically determined. The population under study was comprised of stakeholders of enterprise.

3. 5.Sample size and selection techniques

The study must consider a sample size that is within the cost constraint but should provide the ability to detect an independent variable effect (Christensen, 1991: 372). Williamson (1982:113) comments on the sample size as being a phase of research, which is crucial because of its major impact on time and money that must go into data collection.

While selecting the sample size of the study; the researcher purposely five respondents particularly; representing all staff members. Data is collected from selected respondents from the study population due to the reasons of necessary and convenience.

3. 5. 1 Simple random sampling

Simple random sampling was be used to select the institution. Simple random sampling as defined by Baker (1988:148) refers to the situation whereby each individual case in the population theoretically has a chance of being selected for the sample. The simple random sampling technique was used to select local entity.

According to Bailey (1978:70) a sample size is a subset or a portion of the total population to be studied. The study mainly deals with the impact of organizational communication in enhancing work effectiveness of local government entity of Tumba Sector. In the study, two categories of respondents were selected (leaders and citizens). Due to the limitation of financial means and time at the disposal of study, for the purpose of convenience and appropriateness, it is not possible to reach the whole population of TUMBA Sector. Thus, the data will be collected from the selected respondents to generalize the result of the study. In my research, the interview will be applied within three villages of Tumba Sector among the six of the whole Sector; I will randomly query any citizen randomly fifteen people including three leaders and or more

3. 6. Data collection methods and instruments

The information from the primary data was obtained through a structured questionnaire and an interview schedule and documentary search was applied as to obtain secondary data.

3. 6.1. Interview Schedule

According to Bailey (1978:93) an interview is an instrument that is not given directly to the respondents, but is filled in by an interviewer who reads the questions to the respondent. In case where the researcher had access to the respondents, she interviewed them and responses were filled in the interview schedule. For better organization of the interview exercise, the researcher made appointments with the respondents in order to have access to them. During the interview process, the researcher had a list of questions that he can read to the respondent's responses; the researcher prepared a separate schedule as this would later facilitate the coding process.

3. 6.2 Documentation

Bailey (1978:266) defines documentary study as a careful reading, understanding and analysis of written documents for some purposes other than social research. They record of past events that are written or printed. Grinnell and Williams (1990:219) noted that documentation is the analysis of data that exist in boxes, in some enterprise's basements or hidden in the core of a computer. In this research, the researcher collected the already existing data, by finding them where they are stored or field. During the process of documentary analysis, the researcher some documents and after understanding and analyzing the relevance of texts to this study, she jotted them down on manuscripts and later typed them on a computer for compilation. The researcher reads documents such as manual procedures, newspapers and other publications.

3.7 Presentation of case study

Tumba Sector is an administrative entity that can be accessed (at: Email:tumba.umurenge@yahoo.fr ) and it was set up under the law after the reform made by the Ministry of Local Government, and is one of the 14 sectors of Huye district in southern province.

The Organization of Tumba Sector lies under the presidential order n° 08/2006 of 24/02/2006 governing district, sector, cell and village responsibilities, structure and functioning.

Tumba Sector is located in Rwanda, Southern Province, especially in Huye district. Their squares are 18.1 km2 and 90% of it area is located in peripheral of town. Tumba Sector is bordered as follow:

There is Ngoma Sector in North, Mukura Sector South., Kibirizi sector of Gisagara District in East, Gishamvu and Huye Sectors in West.

Tumba sector came in the first position in the last year in Huye District .As the 2020 vision of our country is based on achieving sustainable development; Tumba Sector is one of the key players to achieve it. The secret behind their success is the cooperation amongst them. Their slogan is «Dukorere ku Gihe Tugwize umusaruro» and their theme is «one team, one vision and one target. Their name of itorero is «Inkeramihigo z' Indatirwabahizi».

- Agriculture based one land Use consolidation and Crop Intensification Program (CIP)

- To safeguard both human and property rights of people in all Cells of the Sector

- To take the first step in accelerating economic and social development project/ program of the Sector

- The Sector is an administrative entity where the population accesses various services in accordance with existing laws. The Tumba Sector has the following responsibilities:

- Monitor management and use of land, housing, infrastructure, environment and hygiene;

- Co-ordinate activities of Government special programs (Gacaca, TIG, reconciliatory)

- Sensitize people to participate in Government political, social and economic development programs;

- Devise a program of sensitizing people to join the Community Based Health Insurance Schemes (CBHI)

All those above responsibilities are compiled in four governmental Pillars: Economic Development, Social Welfare, Good Governance and Justice.

According to William (1982:118), the population of study is the totality of persons or objects with which a study is concerned. The population in this study is composed of TUMBA Sector officials and citizens of TUMBA Sector (males and females). The category of age is from 18 years and above because it considered being also in the active populations and in time of collection of information the population over 18 years old will in their homes so it will facilitate the researcher to meet them.

3.7.1 Demographical Presentation of TUMBA Sector

The total population of TUMBA Sector was 31223 in 2012. According to Report of Tumba Sector population 2012.The following results has been achieved in Tumba Sector: the total population was 31223 composed by 15,084 Male and 16,139 Female. The sex ratio was 93.The population density was 1742 sq.km. This is not the current data because Sector population statistic is not done every year and there won't be a dramatically change of population within five year time. Source: Summary of the 2012 census provisional results, NISR 2012

3.7.2 Geographical presentation of TUMBA Sector

The 90% of the space or the Sector are located in the town. Their squares are 18.1 km² .The Tumba Sector boarders with NGOMA Sector in North, MUKURA Sector in the South with the periphery of KIBIRIZI Sector of GISAGARA District in the East and GISHAMVU Sector in the West. Tumba Sector has 6 cells which are: Gitwa, Rango A, Rango B, Cyarwa, Cyimana and Mpare. Tumba Sector also has 33 villages and is inhabited by around 31223 people, it has overpopulation where it is settled on 1,336/km² and it seems that Tumba Sector is one of Sector which has great number of population. Tumba Sector is known at Intore's name called «INKERAMIHIGO Z'INDATIRWABAHIZI».

3.7.3 Administrative structure of Tumba sector

3.8 Data processing

Nachmias (1976: 143) assert that, data processing is a link between data collection and data analysis. It involves the transformation of the observation gathered from the fields into the system of categories and the transformation of these categories into codes and amenable to quantitative analysis and tabulation. Not all data can be presented in their entity. The variables to be presented are those most central to the goals of the study; generally variables include specifically in the research questions (Bailey, 1978: 321).

Data processing is classifying responses into categories called codes. It consists of editing the schedules and coding the responses. When the data has been coded, it can be analyzed (Frank et al., 1990). Williamson (1982), cited that analyzing and processing data, the researcher groups them together and process them in variety of ways, in order to show what they mean and to facilitate their interpretation. This means that data processing consists of translating raw information into meaningful and relevant information for easy interpretation. The data processing part were discussed editing; coding; and tabulation of the collected data which was processed through the stages which link to data analysis.

3.9 Data analysis methods

Data was analyzed through the use of simple statistical table and charts in order to indicate the frequency of responses to particular questions. Moses and Kalton (1997:27), asserts that after data has been edited and coded it is then combined together in some form of tables for statistical analysis. The statistical tables were used to calculate the percentages rate of responses to some questions. The results of the study were analyzed and interpreted basing on the research questions and objectives of the study.

3.9.1 Ethical contemplation

The behavior of respondents during the interview will be analyzed and considered, which should be given a certain interpretation and implication about the organizational communication in enhancing work effectiveness in Tumba Sector.

First, the respondents participated in this research voluntarily after being fully explained about the aim and objectives of the research. During the field visit, the researcher assured that the questions were asked properly, comprehensively, and motivated the respondents to make necessary efforts in answering them. In doing so, I as researcher, introduced myself to the respondents at first contact, telling them that I am an Rwandan student searching for improving skills (rather than being a politician), a trustworthy human being who would ensure confidentiality of respondents information. During data collection process, the researcher made sure that his conduct was gracious, polite, conversational, cooperative, and unbiased.

Second, the questions of interview were prepared in Kinyarwanda, the language that they are good at so that they could understand well the essence and terms used in appropriate manner. And the have been designed to collect information directly related to the research questions and no private or personal questions were asked from the respondents.

3.9.2 Limitations of the study

As identified by Huberman A. et Al. (1994), limitation of the study consists of characteristics of design or methodology that impacted or influenced the application or interpretation of the study. It consists therefore of the obstacles that the researcher met in his or her research process. Therefore, in this study I have got many limitations but the necessaries are like:

About the respondents: Since this work concerns with the impact of organizational communication in enhancing work effectiveness of local government entities, it involves the research questions about the communication within TUMBA Sector. However, some citizens still have the social stigma and therefore do not want to talk about how they are communicated for the updates and its effects. Therefore, despite a big population of TUMBA Sector, only few of its population admitted to respond to research questions. Hence the small sized sample because the interview consumes much time.

Lack of prior research studies on the topic: As this research involved the issue of organizational communication, it is observed that mostly, it is understood within top-down and lateral approach of communication and involve much more reading. Hence, many of writings have been addressed on approach. However, I wanted to indicate how the bottom-up organizational communication approach involves the simple citizens in disseminating about their view points, and this information is at the source work effectiveness but I haven't the strictly related topics to guide me in researching.

3.10 Summary of the chapter

The third chapter built on methodology talked about techniques of data collection and data analysis methods. In this regard, this chapter underlined the research design which describes the conditions under which the data was collected, how the subjects or respondents were selected, what instrument used.

It presents a population of the study which was 31223 populations. Through this population, the sample of three Cells determined through Simple random sampling. In this chapter, the sources of data were also determined notably the primary data and second data. In addition, data collection techniques were used such as documentation, questionnaire and interview while for analyzing data, the researcher used qualitative.

The chapters also determined the data processing by using Microsoft word and excel to build table which presented the number and percentage of respondents. This chapter provided the researcher the collection and analyzing data of the research in order to analyze the impact of organizational communication in enhancing work effectiveness of local government entities in Tumba Sector.

CHAPTER IV: DATA ANALYSIS AND INTERPRETATION OF FINDINGS

4.1 Introduction

This chapter deals mainly with presenting the findings and their interpretation. It is concerned with the general discussion of the study's exploratory findings. It concerns with the presentation and discussions of the major findings are only in qualitative forms. The analysis is grounded on primary data obtained from direct respondents. The secondary data obtained from Tumba Sectors' officials especially in the selected sample of three Cells have also been used. The sample amounted to respondents; I selected the respondents using simple random sampling technique. Interviews both structured for bureaucrats and unstructured for citizens were used in the process of data collection which provided the relevant data to my topic.

4.2. Identification of Respondents

In this work both male and female sexes were considered in order to consider gender aspect. This is grounded on the fact that the government of RWANDA has promoted Gender balance, and the selected sample includes both male and female and who are concerned with the organizational communication in particular, so the research was neither selective nor discriminating. Hence all citizens' category was represented in my research purposely to have a general overview of the idea of the topic under study.

SRS	women	men	Frequency	Percentage (%)
Staff of three Cells	3	0	3	10
Accessed citizens	7	20	27	90
Total	10	20	30	100%

The identification of respondents displays the number of citizens respondents who participated in the research from the sample of 30 respondents selected. The respondents were officials who covered 10% while citizens were represented by 90%. The number of officials in this sample is considered to be low as the sample covered three Cells among the five of Tumba sectors, and also a low number of citizens.

4.3. Responses to Interviews

4.3.1 Interview of citizens

After introductory speech, the selected respondent allowed me to start an interview while it has had already started via a welcome in office, and asking me the intentions of the interview to know what it was for. They accepted and I started to progressively interviewing with much pleasure.

In order to solicit respondents' views on the importance of organizational communication, participants of the study, were asked to state in their own opinion the main functions of communication in their organizations. Thirty majority of the respondents said communication is used to deliver instructions; other said that it useful in delivering new information for the organization, organizational communication is used for basic information needed for job; tasks to be performed and other said organizational communication is used to resolve work related issues; while a small number said that it is used to encourage dialogue and team building, while the minority said communication is used to motivate staff to work. Generally, they assumed that effective organizational communication displays a direct and positive relationship with job effectiveness/satisfaction and positive commitment of employees at the organizational level as a result of general employee satisfaction

The question about the ways of sensitization of announcements used in TUMBA Sector, many ways are used such as CUG (Close User Group) among all leaders from the Sector's to the Umudugudu level to ease the organizational communication process. This has undoubtedly facilitated the system of information propagation within the citizens. This is emphasizing the approach of horizontal/lateral communication between the same level authorities. Additional to this, is the selected people in Umudugudu whose service is to speak loudly in their villages about what to; such special collective work (Umuganda) or other specific issue to transmit in the people as a whole, they are called Abamenyekanishabikorwa.

In his words, one of the leaders of selected sample said that" there should be a clearly fixed known incentive provided by the government to those people since they do a very important work". The respondents continued arguing that means of organizational communication should be more effective, likable for almost all people not only of Tumba Sector but also for all Rwandans. Classification of respondent according to location and place in the sample selected are in three Cells, and number of respondents, and their percentages

The answers below concerns the extent to which staff or authorities go on the field for communicating people

Cells	Number of respondents	Percentage/%
Gitwa	6	20%
Cyarwa	13	43.4%
Rango b	11	36.6%
Total	30	100%

Being asked how often does the staff goes on field to meet citizens for informing them about government programs, Gitwa's respondents presented 20%, Cyarwa represented 43%, and Rango B presented 37%, the respondents went on highlighting that they ever go there in order to let them aware of what is going on in their sector. Due to the fact of close user group of every leader, it is at a low frequency that they are required to go down on the field to sensitize the update information, the citizens knows the daily news. In responding to the question related organizational communication in enhances work effectiveness, all selected leaders responded by assuming that ways by which people attend public activities.

The respondents acknowledging if organizational communication enhances work effectiveness

Cells	Number of respondents	Percentage
Gitwa	7	23.3%
Cyarwa	13	43.3%
Rango b	10	33.3%
Total	30	100%

Then, in almost three Cells; Gitwa presented 23%, Rango B presented 33% and Cyarwa 44%, they assumed it by saying that meetings of leaders together with citizens that occurs several times has an important role on work effectiveness, leaders tell their citizens about what the government want them to do, and relying upon what is update. Together with citizens leaders also evaluate the achievements of actions that have been planned before. In meeting, people declare the hardships (difficulties) that they are facing, suggestions about what is worth being done to improve their life, they also propose solutions of problems that are being faced with and together with their leaders, and they solve difficulties that are among their cells and government programs are achieved through effective communication.

Their own views about if organizational communication roles, they said that it boosts participation of citizens in decision making which is very vital (important), because it facilitates the practice of what they are required to do due to the understanding of why, how, and when such activity should be done in a particular and specific way. Also they continued saying about how organizational communication improve development in a way that whatever is reached comes up to from sharing relevant information which promote harmony among all citizens.

They said that it enhances Solidarity between citizens and a leader which must be taken into consideration as source of work effectiveness either in local government or in higher institutions. Leaders besides, must have the spirit of approaching their citizens and help them to find solutions of their problems and achieve the prepared goals .Unless solidarity of citizens and leaders valued, the development and harmony in the country become impossible to be attained thoroughly. Motivation: the fostering of individual or community activities, geared to the pursuit of agreed goals.

Similarly, the questions asked to the leaders were also asked to citizens but some answers differed in one ways or another due to fear of being asked by an unknown people in their environment and some were the same. About the challenges confronted in communicating citizens, almost all citizens said that receiving information in the afternoon or in the morning makes them feeling exasperate because they should have planned their domestic tasks than public interest.

The interviewees responded if means of communication are effective, likable for almost all people

4.3.2 Interview of leaders

All three leaders answers		Yes	No
Questions	Face-to face	3	0
	Written announcements	2	1
	Telephone call	2	1
	Sending e-mails	0	0

The table above shows how leaders of three cells responded about ways of improving organizational communication, all of them have accepted that face-to- face is effective, also concerning the written communication and the use of telephone is very preferred while using e-mails can't be effective due to the fact that some of them have not enough knowledge about ICT (informational communicational technology).

The staff responded that the organizational communication helps to rectify and make understandable the services to be delivered to the citizens, they have also states that, «communication in an organization serves to establish managerial control, provide workers with job instruction, and enable managers (librarians) gather information for planning. This statement from staff interview coincides with those of Kreps (1990:33) in his book organization communication

The question about what does hinder organizational communication; they suggested that "the big constraint is unstable population who always move to search for occupation and location, this is because this sector is almost located in the town area" also apart from these mentioned. In a big number of respondents about the problem of barriers to organizational communication, the majority have pointed out the information overload and poor listening/ decoding and premature evaluation arising from lack of understanding. Other problems associated with organizational communication which affects work effectiveness negatively especially when senders do not understand the background and culture of the receiver. Socialization: the provision of a common fund of knowledge which enables people to operate as effective members of the society in which they live.

Table five: Response on whether it is easy/ or not easy for leaders to communicate citizens

The above table displays the level to which leaders of these cells considers ways of communication in their location considerably how citizens react about the information sent in citizens, attend the public activities for fulfilling action which deserve population's initiative and participation.

· Hypotheses Testing: The organizational communication enhances work effectiveness of local government entities.

This Hypothesis was proven correct and alternatively due to the majority of respondents answers. Then we can assume that "the stronger the organizational communication, the higher the organizational work effectiveness will be» and "the stronger the organizational communication, the shorter the task-completion time in organization will be»

CHAPTER 5.SUMMARY, CONCLUSION RECOOMMENDATIONS AND PROPOSED AREAS FOR RESEARCH

5.1. Introduction

This chapter aims to present the summary of the study, conclusion of the study, and recommendations concerning the impact of organizational communication in enhancing work effectiveness of local government entities. At the end of this chapter, suggestions for further studies about this topic under study.

5.2. Summary of the study

The objective for this study was to investigate the impact of organizational communication in enhancing work effectiveness in local government entities; TUMBA Sector was used as case study for this research. As an institution where Organizational Communication is applicable and one of Sectors of HUYE District that gets a good place in the performance contract among the other Districts, Tumba was selected as a case study due to how it geographically situated.

In this research, the results were collected from 30 respondents; Leaders and ordinary people in GITWA, RANGO B, and CYARWA. Descriptive, Analytical and comparative methods were used in this study. Both leaders and citizens were used to investigate to find out whether there is the remarkable impact of organizational communication in enhancing work effectiveness in RWANDA especially in Tumba sector.

Aiming to get enough information, three cells of TUMBA Sector were used. Selecting the sample, the purposive sampling technique was used; only people who are aged from twenty years old and above were selected. Research interviews were used and responses were analyzed and interpreted separately and other whose answers are identical was combined. When collecting data, relevant documentary analysis for this study was also used. To interpret and analyze Data in the chapter four, the researcher took into account the respondents `point of view toward organizational communication and work effectiveness in their Sector.

The researcher, also analyzed how respondents understand what organizational communication and work effectiveness are, to see if their responses can lead to the objective. Basing on the data, the researcher also analyzed the impact of organization communication in enhancing work effectiveness. After the analysis, the findings of study agree with the hypothesis that impact of organizational communication enhances work effectiveness in public institution especially in Tumba as my case study.

The significance of effective organizational communication is very critical in retaining worker satisfaction and consequently worker performance in organizations. Effective organizational communication can be possible if organizational leadership improve on their communication methods and create unrestricted access of communication media to their workers. The consequences of poor organizational communication would result in an increased turnover rate of employees in the organization due to a lower level of worker satisfaction.

5.2. General Conclusion

The research study about the impact of organizational communication enhances work effectiveness in public institutions in Rwanda was carried out in HUYE District TUMBA Sector. The main concern was to investigate if there is the organizational communication which enhances work effectiveness in Tumba. The research is made up of general introduction, conceptual and theoretical framework, method and techniques of data collection, data interpretation and analysis, summary of findings, conclusion and recommendations.

The hypothesis that conducted the research was that `The organizational communication enhances work effectiveness of local government entities. This hypothesis was proven true relying upon the information from data research that are interpreted and analyzed in fourth chapter.

As it was confirmed by respondents in their answers, when there is unfair organizational communication there could never be work effectiveness, but when it is fair, the work effectiveness or performance becomes good too. For that reason, no doubt about the organizational communication in enhancing work effectiveness in Rwanda, since the information from the research shows that in Rwanda there effective organizational communication even provided by the constitution of Rwanda.

So, good Organizational communication can be considered to be the mother of work effectiveness not only local government entities but also in every institution due to the fact that the act of sharing information makes the work be done towards the desired ends. According to what have been collected on field, organizational communication enhances work effectiveness of local government entities, but in my case study it not at a very good level due to its location and population which some how stable because it place almost in town and citizen coordination is not easy.

The findings above have both theoretical and practical significance to organizational studies, and add our knowledge on managerial practices in several ways. Theoretically, the results highlight some important experiences of organizational communications in TUMBA sector work organizations, stimulating more research in the area of communication in developing countries. From a practical point of view, findings of this work confirm that to motivate and retain employees to work hard, effective organizational communication plays a significant role. The work has established the positive impact of good organizational communication on worker effectiveness which ultimately leads to improved work effectiveness in the workplace. Also, the work provides useful guidelines for managerial practice and implications in the area of organizational communication.

In this chapter, we learned that an organization is a «consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals». Organizations are dynamic and are created through our communication. Organizational communication is the sending and receiving of messages among interrelated individuals within a particular environment or setting to achieve individual and common goals. Organizational communication is highly contextual and culturally dependent.

The study of organizational communication developed as a result of the rapid changes brought on by the industrial revolution in the past 150 years. The more formal study of organizational communication took root in the mid-1900s and has gained increasing attention over the past 60 years. We examined three predominant periods of organizational communication during this time. The Era of Preparation (1900 to 1940) is the era in which practitioners and scholars focused on public address, business writing, managerial communication, and persuasion. The Era of Identification and Consolidation (1940-1970) saw the beginnings of business and industrial communication with certain group and organizational relationships becoming important. During the Era of Maturity and Innovation (1970 present) organizational communication has worked to rationalize its existence through rigorous research methods and scholarship.

Those in the field of organizational communication study a variety of communication activity in organizational settings. Researchers focus on communication channels, communication climates, network analysis and, superior-subordinate communication. Since the 1980s, this specialization has expanded to include the study of organizational culture, power and conflict management, and organizational rhetoric. Other content areas of focus include communication in groups and teams, leadership, conflict and conflict management, communication networks, decision making and problem solving, ethics, and communication technology. Introductory organizational communication classrooms often focus on skill development in socialization, interviewing, individual and group presentations, work relationships, performance evaluation, conflict resolution, stress management, decision making, or external publics.

Since the start of the industrial revolution, perspectives regarding organizational communication have continued to be developed and refined. The initial organizational communication perspective, founded on scientific principles, is the classical management perspective which focused on specialization, standardization, and predictability in organizations. Following this perspective were the human relations and human resources perspectives which further tried to incorporate human satisfaction, needs, and participation as a means for creating effective organizations and productive employees. The systems perspective allowed researchers to understand organizations as a «whole greater then the sum of their parts.» This perspective focuses on the interactions of the people who form organizations, with the basic assumption that all people in the organization impact organizational outcomes. Finally, the cultural perspective understands organizations as unique cultures with their own sets of artifacts, values, and basic assumptions. As part of the cultural perspective we can examine the climate of an organization to reveal how an organization impacts its members, and how members impact an organization.

The future of organizational communication is complex and rapidly changing. As a result, there are many challenges to organizations. Two of the most compelling challenges are ethics and the rapid changes occurring in organizational life. As competition continues to increase, and greater demands are placed on organizations and individuals, ethics is becoming an essential focus of examination for organizational communication and behavior. Likewise, the rapid advances in technology and globalization are creating increased challenges and demands on organizational members.

5.3. Recommendations

In Rwanda, nowadays there is good organizational communication, but, it is not enough for Rwandans to let it go on being good only; it would much better to improve it to be very good or excellent. Thus, the implementation of these recommendations below can help in organizational communication improvement.

5.3.1The recommendations to TUMBA Sector

The first is recognizing the value of other people: As leaders do not achieve performance contract at the same level, it is good for leaders to share experiences about how to improve ways of sharing information.

The second is employing skillful and competent leaders in communication skills and sociology or public health who are aware of how to convince people because communication should be hold by people who are able to accomplish their duties as well as possible.

The third is that having meeting several times can help to make aware of citizens' problems, receiving their suggestions; recommendations in easy way and leaders transmit the information to citizens on time.

The fourth is increasing the explanation about leader's duties: As leaders are voted by citizens to work for them, citizens must be explained leaders' duties. That is worth, because some citizens especially in country side do not know leaders are expected to do for them. This cannot be done elsewhere than in meeting and communication in their respective organizations.

The fifth, it is also recommended that communication within citizens must go on being encouraged in order to have educated citizens who are able to understand things easily and contributing properly building the nation. Regarding to the sample used, a big number of respondents emphasized on salaries of villagers communicator (abamenyekanishabikorwa)

5.4. Suggestion for further research

The present study has covered limited scope (only one sector of Tumba) due to the limited time and finance. The researcher suggests that the future researchers about the organizational communication in enhancing work effectiveness of local entities in Rwanda can be done in entire district or in whole country because it is at the basis of goal attainment of every institution either public or semi-public. As with many other specializations in the field of organization communication, the area of organizational communication is changing faster than organizations, individuals, and scholars can adapt. It is difficult for organizations to anticipate and keep in front of the changes they encounter.

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Appendices

Organizational communication in enhancing work performance of Local government entities

Source: Michigan State University (2014) Job Effectiveness available at: http://www.hr.msu.edu/performance/supportstaff/JobEffect.htm accessed on the 24^th April 2015

Impact of organizational communication in enhancing work effectiveness in local government entities