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.
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