communication

Procedia - Social and Behavioral Sciences 124 ( 2014 ) 496 – 503

1877-0428 © 2014 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. Selection and peer-review under responsibility of SIM 2013 / 12th International Symposium in Management. doi: 10.1016/j.sbspro.2014.02.512

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SIM 2013

A Possible Managerial Approach for Internal Organizational Communication Characterization

Cristina Borcaa,b*, Viorica Baesua

aPolitehnica University Timisoara, Management Faculty, 14 Remus str., 300191 Timisoara, Romania bAquatim SA, Water and Wastewater Operator in Timis County, 11A Ghe. Lazar str., 300081 Timisoara, Romania

Abstract

The paper will present a proposed approach for the organizational communication diagnosis. Based on relevant references, the context and the motivation of the research will be outlined. The proposed methodology will be applied for the characterization of the communication style (for administrative staff, including top management team) in the case of an extant company. The research conclusion (as SWOT matrix) underlines the improvements that should be made in accordance to the criteria described in order to gain organizational communication success.

© 2014 The Authors. Published by Elsevier Ltd. Selection and peer-review under responsibility of SIM 2013/12th International Symposium in Management.

Keywords: organizational communication, communication style, survey, diagnosis, effectiveness.

1. Introduction

In the last years, scientists of all categories have conducted various research projects regarding organizational communication from different perspectives, such as: human resources, management, psychology, sociology, organizational studies, public relations etc. Organizational communication is a field of study within the communication science. This type of communication represents the way that businesses, enterprises, companies, firms, institutions or groups communicate in their internal environment to their own members or employees, and

* Corresponding author. Tel.: +4-074-309-9555; fax: +4-025-629-4753. E-mail address: [email protected]

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© 2014 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. Selection and peer-review under responsibility of SIM 2013 / 12th International Symposium in Management.

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how the organization as a whole communicates with people (clients, customers, vendors, suppliers, stakeholders, media, general public etc) outside its environment. Organizational communication is important to the health of an organization's members, as well as to the organization's relationship with outsiders.

It is important to establish a general definition of organizational communication because there are many different definitions that scholars have used in the past. Establishing one definition will allow the literature review and the study to focus on one specific area of organizational communication (Figure 1).

Creating efficient and effective internal communication is not an easy process. Managers of different levels need to communicate goals and tasks to employees, while the employees need to understand their tasks in order to be able to help achieve the goals of the organization. For a better understanding of what the determinants of successful internal communication are, this paper will present an overview of the main definitions.

Some references define organizational communication as a basic exchange of information within an organization. According to (Norbin, S., Halib, M. & Ghazali, Z., 2011) internal communication is the exchange of information and ideas within an organization. Other researchers offer a broader definition that takes into consideration the social dynamics of the workplace. For example, (Norbin, S., Halib, M. & Ghazali, Z., 2011) argues that internal communication is about creating an atmosphere of respect for all employees within an organization. There have been recognized that communication from management should come directly from one manager to the next, as well as from supervisor to employee, but as companies grow larger and more complex, this often becomes more difficult - hence the need for the internal communication function. Consequently, (Norbin, S., Halib, M. & Ghazali, Z., 2011) defines internal communication as “the communication transactions between individuals and/or groups at various levels and in different areas of specialization that are intended to design and redesign organizations, to implement designs, and to co-ordinate day-to-day activities.”

It has been observed through the research referenced above that organizational communication definitions address the exchange of knowledge and opinions in the organization, but also that this concept can be credited for creating a positive atmosphere for all the employees of an organization. Therefore, internal communication has an interdisciplinary function, integrating elements of human resources management, communication and marketing (Tkalac Verčič, A., Verčič, D. & Sriramesh, K., 2012). This definition establishes organizational communication as a wider dimensional concept.

Fig. 1. The Organizational Communication – Overview Based on Definitions

Organizational communication

Internal organizational comunication

External organizational comunication

Employees Managers Stakeholders

Public Society Media

Custumers Clients Users

Market actors

Vendors Suppliers Business partners

Administrative organizations

Camber of Commerce

Professional organizations

Contact, data, information and knowledge exchange in order to attend organizational objectives

Increase organizational

performance and competitiveness

Improve organization

imagine

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When organizations grow and become more complex, organizational communication also need to align to organizational needs and quality increases (Ince, M. & Gül, H., 2011). In this context, the communication processes in a given organization is about creating and exchanging information in a dependent relationship network, as well as about transmitting work-related news from the organization to employees, and through employees. According to (Altinöz, M., 2008), organizational communication is the structural communication of all the employees of the organization with their internal and external environments. Thus, the internal communication’s objective is to make employees feel valuable through their participation in programs aimed at achieving organizational objectives (Abdullah, Z. & Antonay, C. 2012). The internal communicator’s job is to convince the top management that employees need to be aware of the organizational plans, objectives and outcomes. This helps the top management communicate its goals efficiently and effectively, and will lead to employees aligning their efforts as to maximize effective management. From this perspective, all organizations have to understand that communicating with employees is a success factor for the whole activity. The main objective of organizational communication is to inform, disseminate and convince employees about the organization’s goals and policy. This can be done by providing a platform to interact for employees working in various departments and different-level managers, and will also increase job motivation and satisfaction, will maintain the operations of the organization and will help attain the organization’s objectives (Ince, M. & Gül, H., 2011).

In the context of the conducted research, organizational communication is seen as a technical-economic and social process that provides contact, data, information and knowledge exchange between the departments and units of an organization and its environment, with the motivation of organization, its employees and other related actors (including stakeholders) interests, requirements accomplishment (attending objectives, get informed, attending performance etc). This definition describes the environment of a company named AQUA – the focus of my research (a company that is state owned and has monopoly on public services – water supply for Timisoara, Romania). In the proposed approach the internal organizational communication of the company will be considered in order to indentify, describe, and characterize the dominant style employed in building a trustworthy environment (between the organization’s employees) (Abdullah, Z. & Antonay, C., 2012). Also, the role of the public relations department for the success of the internal organizational communication will also be emphasized in the case of the analyzed company.

2. Successful Internal Communication Techniques

Knowing the types of internal communication (vertical, horizontal, grapevine and consensus; formal and informal) is not enough when trying to create a successful and trustworthy communication environment within an organization. Rather, being aware of techniques that have worked for different organizations will help create a successful organizational communication environment. According to (Altinöz, M., 2008), efficient communication is the primary device for the adequate implementation of administrative and organizational activities. For this purpose, the management needs to specify the kind of communication system to be set up and the kind of communication devices to be used. Communication is vital for any organization. The practices of internal communication in organizations are crucial as it treats employees with an immense value to attain organizational objectives (Abdullah, Z. & Antonay, C., 2012). The communication processes in organizations are closely related to the subjectivity of those involved, as well as to the symbolic process being used. In this context, the perception of employees and managers about the communication process must be considered, because what they think or feel affects how they interact and act with the organizational environment (Arnold, E. & Silva, N., 2011). Several structures and policies need to be followed in order to ensure the effectiveness of internal communication, such as making sure that employees receive copies of strategies, plans, missions, and goals to be reached. In addition, employers need to engage in face-to-face communication with the internal publics in order to maintain an effective internal communication and build a trustworthy organizational environment. Moreover, this could help managers develop a positive working relationship with their employees, as it encourages an enhanced two-way communication (Abdullah, Z. & Antonay, C., 2012). Usually, communication in organizations takes place within the hierarchical pyramid called the organizational structure, and it is known as formal or informal communication. Formal communication works in specified structures within the organizational rules and towards the organizational

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goals. Informal communication, on the other hand, is unofficial - taking place among staff as face-to-face, telephone or video-conference interaction (Altinöz, M., 2008).

Understanding the importance of organizational communication and the necessary techniques to meet the criteria for a successful internal communication system, objectives and strategy. To meet the criteria for a 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, decision and control; and thus organizations can fulfill their objectives (Figure 2).

Fig. 2. Criteria for Organizational Communication Success

The first essential criterion for organizational communication is decision-making by management. Without the necessary information problems cannot be solved, nor can a decision be reached on any issue (Altinöz, M., 2008). In today’s business environment effective communication becomes a fundamental requirement (Arnold, E., Silva, N., 2011). The lack of communication that occurs at higher levels and spreads within the whole organization may cause misunderstanding among the employees (Ince, M. & Gül, H., 2011). The need for the right information in conducting business processes (including management and decision-making) is met by communication, which is mandatory for increasing work efficiency and mobilizing organizational resources (Altinöz, M., 2008).

The second essential criterion for organizational communication is the way the organization is structured for communication (the internal organizational communication system). Cooperation is not possible when employees are unaware of one another’s needs and emotions (Altinöz, M., 2008). Duties and responsibilities must be segregated fairly to employees in an organization so as to enhance internal relations (Abdullah, Z. & Antonay, C., 2012). With efficient communication taking place, and with the support of a trustworthy organizational environment, success is assured (Altinöz, M., 2008).

The third essential criterion for organizational communication is how organizations distribute, disseminate and spread information internally, since they need to absorb desired/required information in order to function effectively (Abdullah, Z. & Antonay, C., 2012). It has been suggested that knowledge of information should be disseminated properly in an internal communication practice. Proper information dissemination requires individuals and project teams to understand how to deliver information within the organization (Abdullah, Z. & Antonay, C., 2012). When it comes to working in groups, communication is strengthened through an intergroup central channel. Further more, the ease of information transmission makes it possible to reach the information at the source, allowing for efficient and correct decisions. Virtual offices (as tools of virtual teams) can present as a whole the elements of information,

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which conventional offices produce in different environments (Aldea, C., Draghici, A. & Dragoi, G., 2012). Employees need information in order to accomplish their duties, tasks and objectives; top management expects communicators not only to inform employees and help boost morale, but also craft messages that influence employees’ behavior (Abdullah, Z. & Antonay, C., 2012).

The fourth essential criterion for organizational communication is providing the organization and its employees with the ability to adapt to the technological environment. According to (Arnold, E. & Silva, N., 2011), technology has made an impact in the workplace through the use of Internet and mobile technologies that reduces the costs for travel, transportation, mail etc. services. Communication in a virtual environment, as well as in conventional offices, is essential for obtaining the right information during business processes, including decision-making. Virtual communication technologies increase the efficiency of communication, especially in virtual teams (Aldea, C., Draghici, A. & Dragoi, G., 2012).

3. Research Methodology, Results and Conclusions

The research done about organizational communication in the case of AQUA Company has followed the framework described in Figure 3. The main objective of the diagnosis was to build-up a SWOT analysis of the whole organizational communication system that could help top managers improve their work visibility, not only in the internal environment, but also in the external environment. The research results could affect the company’s business process in such a way as to achieve its main objectives: (1) health and convenience for the company’s consumers; (2) environmental safety and protection of water resources. At the same time, the diagnosis results (SWOT analysis) are able to deliver important information regarding the main measures that could be taken in order to obtain a successful organizational communication. In the context of this paper we shall focus on describing how the communication style has been investigated. The other methodological framework issues include information about AQUA Company that cannot be used in the scientific dissemination.

Fig. 3. Research Methodology – A Proposed Approach for the Communication Management Diagnosis

3.1. Research Scenario for the Communication Style Characterization

In order to identify which is the dominant communication style characterizing the administrative staff (including managers) of the AQUA Company a survey, based on a questionnaire, was conducted (distributed face-to-face and on-line). The research objectives were: (a) the most used communication style; (b) the optimal style of communication in certain operational situations or at certain stages of group development. The method used was based on a questionnaire.

The required sample size s has been determinate based on N = 55 the population size (total number of the administrative staff), in accordance with the formula (Krejcie, R. & Morgan, D.,1970):

Diagnosis Analysis

A. Internal communication processes characterization:

Formal / informal communication Vertical / horizontal communication

B. External communication processes characterization (the communication mix):

Communication with clients Communication with general public Publicity strategy: public relation,

advertising, selling policies

Visual indentity elements

Market notoriety (imagine)

Communication style

Public Realtion (PR)

Department

Employees

PR specialists and managers

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s = χ 2 NP(1 − P ) : d2 (N – 1) + χ 2 P (1 – P) (1)

where: χ 2 - is the table value of chi-square for 1 degree of freedom at the desired confidence level (3.841); P - is the population proportion (assumed to be .50 since this would provide the maximum sample size); D - is the degree of accuracy expressed as a proportion (.05). The required sample size was s = 48. The research sample characteristics were: age average 40 – 49 years old;

62% of the respondents were female (38% were male); 23% of the respondents were managers (from different levels) and 77% were employees from the administrative staff and also from the PR department; 61% of the respondents had a university degree (highly-qualified human resources).

A total of 54 fill-in questionnaires were collected but six of them were not valid (48 questionnaires were considered for processing and getting the research results). The research has been conducted from April 29 to May 13, 2013. The research independent variables used were: age, sex, position held and the educational background. The questionnaire used to assess the communication style consisted of 80 possible statements, grouped in pairs. The respondents had to choose from each pair of statements the one that best suited his/her communication style (in a given situation). The responds were given fast and spontaneous in order to identify the reflex behavior of the subjects being studied. For each fill-in questionnaire, a score related to each category was calculated: (1) communication style process-oriented; (2) communication style oriented towards people; (3) communication style action-oriented; (4) communication style ideas-oriented (Table 1). The calculations have been done using an Excel spreadsheet that also allowed a graphical representation of the results.

3.2. Research results and conclusions

From the 48 questionnaires completed correctly, the following communication styles of the administrative staff of the AQUA Company have been identified: 8 employees are action-oriented; 23 employees are process-oriented; 22 are oriented towards people; 2 are oriented towards ideas (Figure 4, e - General research results).

Table 1. Characteristics of the Communication Styles as Research Results

Communication style “this people talk about …” “those people are:” Process oriented Numbers, methods, planning, organization,

control, test, analysis, comments, demonstrations, details.

Systematized, logical thinking, realistic, talkative (excellent communication skills), insensitive, prudent, patient.

Oriented towards people

Needs, motivation, team, communication, feelings, team spirit, understanding, sensitivity, conscience, cooperation, faith, values, expectations, relationships.

Spontaneous, nice, warm, sentimental, perceptive, wise, empathic.

Action oriented Results, objectives, performance, productivity, efficiency, advancement, responsibility, feed-back, experience, challenges, achievement.

Pragmatic, direct, excited, decide, fast (jumping from one idea to another), energy (challenging).

Ideas oriented Concepts, innovation, creativity, opportunities, possibilities, major projects, interdependence, new ways and methods, improvements, problems solving potential, alternative.

Imaginative, charismatic, difficult to understand, creative, full of new ideas, challenging, vain.

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Fig. 4. Research Results - the Communication Style of Administrative Staff

Action-oriented and idea-oriented communication styles are characteristic of the administrative staff aged 40-59, signifying that young employees have to learn how to be action and ideas oriented. People and process oriented employees are present in all age groups (Figure 4, a). The most common communication styles are people and process oriented for both female and male administrative employees of the AQUA Company (Figure 4, b). The dominant communication style of the top management is ideas-oriented (as well as people and process) and the other administrative staff questioned is process and people oriented in the communication process (Figure 4, c). We have discovered that the ideas-oriented style of communication style is a characteristic of the employees that have post-graduate studies (Figure 4, d). Based on the research results, it can be concluded that the dominant style in AQUA Company is process-oriented, but should increase percentages among the company's employees to be ideas, innovation and new opportunities oriented (Figure 4, e). Furthermore, the research results and analysis (developed in accordance with the presented methodology in Figure 3), there have been developed the SWOT matrix (Table 2) that will allowed the organization management to re-formulate and improve the whole communication system strategy. The SWOT matrix has also allowed a deep analysis of the key success factors of the organizational communication (Figure 2). It has been underlined that A + C success factor is related to SO, but B + D success factor is related to (and depends on) WP components of the SWOT matrix.

a. Communication style by administrative staff age b. Communication style by administrative staff gender

c. Communication style by administrative staff position d. Communication style by administrative staff education

e. General research result

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Table 2. SWOT Analysis – Research Results

S Transparency –company’s evaluation, audit results are often published.

Promptness - Prompt response in the general public debate; good image in the market; continuous cooperation with counterparts in the EU institutions.

Qualified Resources - Staff from the PR department has been trained and has experience in this activity.

W Budget Restraints - Legal limits regarding access to information concerning the company's operative.

New Communication Technologies.

O Systematic Cooperation With Mass Media Institutions.

Availability Of European Structural Funds /projects.

Reinforcing Relationships With Public Institutions.

Restricting Operating Personnel due to budget austerity measures could be offset by good procedure activity and by improving working time, following the implementation of integrated software solutions.

P Media Attacks.

Policymakers.

Cyber Attacks.

Information Workflows established between institutions / authorities and state owned company.

4. Conclusions and future research

After a brief overview of the organizational communication definitions and approaches, the article has described key success factors for organizational communication. These were taken into consideration for the proposed approach of the communication management diagnosis. The last part of the article presented research results for the communication style characterization in a real company. The research results have underlined that the communication style is adequate to the type of company and its activity. The communication system has to be modernized with new technologies in order to increase effectiveness of information and knowledge exchange.

Furthermore, organizational communication has positively affected organizational outputs such as organizational commitment, performance, organizational citizenship behaviors, and job satisfaction. In the future, the proposed model for the organizational communication style characterization will be extended for empirical researchers and will assist them in documenting and defining the effectiveness of communication systems of both for-profit and not- for-profit organizations. Future research intends to characterize the employees job satisfaction degree in accordance with regular communication activities and administrative staff behavioral style.

References

Abdullah, Z. & Antonay, C. (2012). Perception of Employees on Internal Communication of a Leading Five Star Hotel in Malaysia. Asian Social Science. Vol. 8, No. 2.

Aldea C., Draghici A. & Dragoi G. (2012). New Perspectives of Virtual Teams` Collaboration. In Putnik G. D. & Cruz-Cunha M. M. (Eds.), Procedings of the ViNOrg 2011, CCIS 248, Springer-Verlag Berlin Heidelberg 2012, 176-185.

Altinöz, M. (2008). An Overall Approach to the Communication of Organizations in Conventional and Virtual Offices. Proceedings of World Academy of Science, Engineering and Technology. Vol. 31, ISSN 1307-6884.

Arnold, E. & Silva, N. (2011). Perceptions of Organizational Communication Processes in Quality Management. Revista de Psicolgia. Vol. 29 (1), ISSN 0254-9247.

Krejcie, R. & Morgan, D. (1970). Determining sample size for research activities. Educational and psychological measurement. 30, 607-610.

Ince, M. & Gül, H. (2011). The Role of the Organizational Communication on Employees’ Perception of Justice: A Sample of Public Institution from Turkey. European Journal of Social Sciences. Vol. 21 (1).

Norbin, S., Halib, M. & Ghazali, Z. (2011). Strengthening Internal Communication: A Case of Communication Satisfaction in an Organization. European Journal of Social Sciences. Volume 24, Number 4.

Tkalac Verčič, A., Verčič, D. & Sriramesh, K. (2012). Internal communication. Definition, parameters, and the future. Public relations review, 38(2), 223-230.