Annotated Bibliography: Internal Communication

Outline

introduction- Gives the definition of internal communications
Types of internal communications. Describes the difference between official and unofficial internal communication.
Significances of internal communication. Explains the main importance of instituting internal communication in an organization.
Explains the benefits that accrue to an organization that has internal communications in place.

2.1 Promoting internal communication in an organization. Emphasis on the importance of encouraging internal controls

2.2. How organizational climate and culture promote internal communication

2.3. Expression of effect of proper flow information in relation to working conditions and workplace relationships

2.4 Correction process and dismissal of an employee. It is an explanation of the process of dealing with the problem of underperformance or other problems that can result to dismissal.

Addresses the systems that involve internal communication directly

3.1. Hiring- Explain the importance of explaining organization procedures during the process of recruiting new staffs3.2 Staff training on listening skills and handling conflicts

3.3 The role of supervisors in fostering internal communication

3.4. Conducting meeting and their importance.

4.1. Conclusion. Summarizing the key issues about internal communication.

Introduction

Definition

Internal communication refers to sharing of information within the organization. It is an essential function that enables effective communication within a business organization. Internal communication is a considered as a field that applies the theories and practices of other professions ensuring a smooth running of operations within the organization (Kitchen, & Daly, 2002). Internal communication therefore, is a fundamental management discipline that enables an organization to pass the information effectively. Instituting a strong and effective communication enables an organization to grow and also safes the management from embarrassing situations that can b arise from poor communication. It is important for all organizations big or small, to create an atmosphere of openness, which paves way for free flow of information, ideas, feelings, and ensure that all involved parties enjoy a sense of shared purpose.

Kitchen, P. J., & Daly, F. (2002). Internal communication during change management. Corporate Communications: An International Journal, 7(1), 46-53.

Types of internal communication

Internal communication comprises both official and nonofficial communication within an organization. Official communication is applicable where the information is pass information that hold great weight about the welfare of the organization (McGrath & Hollingshead, 1994). In most cases official communication is written and flows downwards. It can be inform of a memo, guidelines, and policies and procedures. Unofficial communication is the information that is passed between the employees of an organization (Mazzei, 2010). Unofficial communication is mostly used to develop personal relationships within workplaces, and to exchange of ideas and opinions. This communication flow in all direction hence the every member of the organization can participate freely despite the position he/she holds in the organization.

McGrath, J. E., & Hollingshead, A. B. (1994). Groups interacting with technology: Ideas, evidence, issues, and an agenda. Sage Publications, Inc

Mazzei, A. (2010). Promoting active communication behaviours through internal communication. Corporate communications: An international journal, 15(3), 221-234

Significance of effective internal communication

It enables employees to make decisions since they understand the organizational goals.
Staffs are in a position to identify with the organizational goals, mission, vision, and procedures, which motivates them to participate in improving the overall operations by increasing efficiency.
Proper internal communication ensures that the company saves on time and resources because departments share resources and information thus reducing on duplication of effort.
It helps in reducing conflicts. Most of the conflicts arise from contradictory ideas on what is important to the organization. When internal communication is strong, the ideas of every staffs are considered and the most appropriate are implemented (Wright, 2009). These raised ideas are discussed before implementation hence everyone is satisfied by the decision concluded.

Wright, M. (2009). Gower handbook of internal communication. Farnham, England: Gower

Advantages of internal communication

There are numerous advantages that an organization derives from instituting an effective internal communication system. To begin with, it helps in improving effectiveness in the entire operations of the organization. When sufficient information is availed, employees can receive it faster thus ensuring the organization enjoy better connections, which improves the productivity of the organization. This ensures that employees has job satisfaction and are motivated to work harder. Second, internal communication ensures that there is a continuous flow of information thus everyone within the organization is aware of the changes that may have taken place (Callahan, Dworkin, Fort, & Schipani, 2002). This eliminates unpleasant surprises giving all participants an opportunity to deal with positive or negative changes. Where internal communication is strong, an organization has the ability to respond fast enough to emergencies, since the responding party gets information in time.

Callahan, E. S., Dworkin, T. M., Fort, T. L., & Schipani, C. A. (2002). Integrating trends in whistle blowing and corporate governance: Promoting organizational effectiveness, societal responsibility, and employee empowerment. American Business Law Journal, 40(1), 177-215

Another advantage of instituting a strong internal communication is facilitates an easier method of solving problems. A good internal communication system provides a channel for all stakeholders to air their ideas and opinions. Whenever an organization is faced with a problem, solution can be derived from the ideas and opinions of other people from different ranks as long as they are consulted (Varey & Lewis, 2000). Again, an efficient internal communication system encourages good working relations since promotes a climate of openness. Organizational stakeholders feel that they all can acquire the necessary information, which improves the level of trust, and also eliminate jealousy and insecurity. This ensures that the organization team shares the information and materials thus promoting productivity.

Varey, R. J., & Lewis, B. (Eds.). (2000). Internal marketing: directions for management. Psychology Press.

Another advantage of a strong internal communication is that it gives the employees a sense of ownership. When the top management assures the employees in lower ranks that their ideas and opinions are important and valued, the employee will feel free to share openly (Daly, Teague & Kitchen, 2003). This make them feel like they are part of the rational team whose ideas are listened and valued. This promotes fairness because every member within the organization has equal rights to information.

Daly, F., Teague, P., & Kitchen, P. (2003). Exploring the role of internal communication during organisational change. Corporate Communications: An International Journal, 8(3), 153-162.

Promoting internal communication in an organization

Since internal communication is a fundamental tool that enables an organization to run efficiently and effective, everyone in the organization should take part in promoting it. The top management has the mandate to ensure that the organization pave way for a good internal communication, which enables all employees to air their views, ideas, and opinion freely and openly (Callahan, Dworkin, Fort, & Schipani, 2002). An organization is supposed to address three interrelated issues; organization climate and culture, institute a clear definition of the information to be communicated, and set the system that facilitates working and communicating in order to promote internal communication.

Organizational climate and culture

Organizational culture involves the traditionally accepted manner in which organization handle things. If an organization has the culture of hoarding information and poor communication, changing can be hard. A person initiating changes should understand that such changes would be gradual, and therefore be patient (Schwab, 1985).

Schwab, T. F. (1985). U.S. Patent No. 4,543,627. Washington, DC: U.S. Patent and Trademark Office

The first and the most essential move in fostering internal communication is to develop an atmosphere of openness. This is because openness encourages free flow of information in all directions. An organization therefore, should develop a culture that embraces internal communication. Key personnel such as CEOs, directors, supervisors, and managers ought to create an atmosphere of where their subordinate staffs can free communicate to them (Hatch & Schultz, (1997). These key personnel the obligation to create an atmosphere that enables other staffs to feel comfortable to talk to them without fear. The management team should avail themselves for regular communication to everyone within the organization.

Hatch, M. J., & Schultz, M. (1997). Relations between organizational culture, identity and image. European Journal of marketing, 31(5/6), 356-365.

If the culture to embrace changes is initiated by the key personnel, they have the responsibility to ensure that the set the example. To achieve this, they should listen to the suggestions, ideas, and opinions of other and consider them. Again, they should respond quickly to the questions, complains, and other issues raised by their juniors. This will encourage openness because every employee will feel that he/she contribution matters (McNabb, & Sepic, 1995). Leaders are encouraged not to assume that anything reported to them is trivial, but must be sensitive to people who create conflict or those who like complaining every time.

McNabb, D. E., & Sepic, F. T. (1995). Culture, climate, and total quality management: Measuring readiness for change. Public Productivity & Management Review, 369-385.

Another organizational culture that promotes internal communication is giving fair treatment to all employees. Leaders and management team have the mandate to treat everyone similarly despite the position they hold. This will encourage people to be sensitive on the manner in which they communicate one to the other. The communicating party should be sensitive to self and others (Shadur, Kienzle, & Rodwell, 1999). There are various differences in the characteristics of people within an organization that result from cultural diversity. Most organization employs workers from different ethnicity, race, religion, and gender. It is therefore, important to consider assumptions and requirements of others when developing internal communication culture (Duhe, 2008).

Shadur, M. A., Kienzle, R., & Rodwell, J. J. (1999). The Relationship between Organizational Climate and Employee Perceptions of Involvement The Importance of Support. Group & Organization Management, 24(4), 479-503.

Duhe, S. (2008). Public Relations and the Path to Innovation: Are Complex Environments Good for Business? Public Relations Society of America

Clear definition of the information to be communicate and the person to communicate

The organization has the obligation to avail job related information to employees. All the information that facilitates effective working should be communicated immediately by anyone who possesses it (Scoble & Israel, 2006). Information that affects employment status, working relationship of an individual, and working environment for example, changes in working condition, potential layoff, promotion, and salary increment need to be communicated immediately (Larkin, and Larkin, 1994).). It is even advisable to give the information before the changes are implemented so that the affected parties and others can have a chance to discuss about the possible outcome of such changes.

Larkin, TJ and Larkin S. (1994). “Communicating Change: winning employee support for new business goals”, New York, NY: McGraw-Hill, Inc.

Scoble R, Israel S. (2006) Naked Conversations: how blogs are changing the way businesses talk to customers, Hoboken NJ, John Wiley & Sons

Information of such nature should be given by the director or the immediate supervisor depending on organizational structure. An employee affected with such information should not get it from rumors or any other sources other than those in top management. The affected employing is entitled to receive such information immediately the director confirms it, and before anyone else.

In case of job related and performance problem, the supervisor ought to address it immediately after it is noticed. The supervisor has the responsibility to inform the employee of the problem and both look for the solution. If there is a need to involve others in order to improve performance, the supervisor can involve them assuring the affected employee that if is for the good of the organization (Shadur, Kienzle, & Rodwell, 1999). If it is a serious problem, which is a potential reason of firing the employee, he/she should be told and the procedure of dismissal explained. The organization should have laid done procedures that explain this so that the employee is not caught in surprise in case he finds himself/herself a victim.

An organization should be able to address the conflicts arise from the employees immediately. The assumption to this is that the disputing parties can face the issue directly and solve it. In case the parties are not willing or fails to solve, there should be an organizational procedure of mediating the situation. It is essential to allow the parties to choose a mediator who the both trust. The process of solving such conflict should be quick enough to ensure that the organization’s work is not affected (Miller, 1983). Again, it is necessary to address the problems between staffs and organization at large that brings dissatisfaction among employees reasonable. Any displeasure that concerns the running of business should be communicated directly to the director or designated personnel who handle such issues.

Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management science, 29(7), 770-791.

Systems

Different organizations set different systems that ease and facilitate the completion of tasks. Internal communication is facilitated by the existing systems and other new systems implemented to strengthen and smoothen it (Ragusa, 2011). There are different ways in which systems can be used to promote internal communication, which include; hiring, staff training, supervision, and meetings.

Ragusa, A. (2011). Internal communication management: Individual and organizational outcomes. Frederiksberg: Bookboon

Hiring

The systems of hiring should incorporate a clause of informing the applicant that the organization values communication and openness. When interviewing and recruiting new staffs, an organization should consider individuals with characteristics that promote openness and communication (McNamara, 2008). The interviewing party may set an experience test where the interviews are subjected to harassment and anxiety (Pocklington & Weindling, 1996). The person who handles this best has the lowest potential to embrace internal communication.

Pocklington, K., & Weindling, D. (1996). Promoting reflection on headship through the mentoring mirror. Educational Management Administration & Leadership, 24(2), 175-191

McNamara, C. (2008). Field Guide to Leadership and Supervision. Minneapolis, MN: Authenticity Consulting, LLC

Staff training

It is essential for all organizations to have a staff training program in order to promote internal communication. The program gives details of the expectation of an ideal internal communication that balances between openness and effective working (Michael, 2001). Again, the programs should illustrate the order of reporting so that each staff can be familiar with the authority to report and the delegation of duties.

Michael Glueck, (2001). Reflecting an Organisation’s Information and Communications Culture. Retrieved from: www.sdcn.org/webworks/strategies/reflecting.htm. Retrieved on 2014

The staff training helps the employees to learn listen skills. It is important to train the staffs on instructions on active listening. Active listening is an act of temporarily switching off the ideas in a person’s mind and pay a close attention to what is said by another person. Learning active listening encourages communication because the listening party will concentrate on getting the information passed with an aim of understanding instead of raising his/her views. The best way to train the staffs on active listening is by holding conversation with strict rules (Grunig, 1992). Some of the rules to assist in training active listening may include declaring that a person speaking is not interrupted. In such a forum, everyone should have a chance to speak with the instruction to summarize the points of the previous speaker (Yates, 1993).

Grunig, J. E. (Ed.). (1992). Excellence in public relations and communication management. Routledge

Yates, J. (1993). Control through communication: The rise of system in American management (Vol. 6). JHU Press

Another area that the staffs need to be trained is on cultural sensitivity. Cultural differences such as race, ethnicity, sexual orientation, gender, religion, and class can be a barrier to effective internal communication (Smith, & Jonathan, 2004). This is because different cultures have different norms and cultural values. The training on these issue diverse groups therefore, numerous questions are expected in order to have an understanding of whatever is said or done in the organization.

Smith, P. R., & Jonathan, T. (2004). Marketing communications: an integrated approach. Buy now from Kogan Page.

Supervision

The relationship between the supervisors can supervisees can either promote or destroy internal communication. Where supervision is considered as punitive and intrusive, where supervisors focus on fault finding, internal communication cannot benefit the organization. Where the supervision is considered as supportive and helpful, internal communication flourishes. Supervision therefore, plays an essential role in helping the staffs to examine and enhance internal communication (Smith, & Mounter, 2008).

Smith, L., & Mounter, P. (2008). Effective internal communication. London: Kogan Page

Regular meetings.

Although meetings are considered as time wasters, and are not appreciated by many, they are of great importance to the organization. Organizations should hold regular staff meetings to allow the staffs to share their ideas, learn what is happening in the organization at large, and renew their relationships (Guffey & Loewy, 2010). The meetings should deal with the issues that are important to all staffs and affect the organization. Different people should address these issues rather than having the administrator alone addressing. The meeting should be made lively and encourage participation of all attendants. The agendas should be open to all giving everybody a chance to raise his/her ideas. The agendas placed should be given the same weight despite the position held by the person who raised them.

Guffey, M. E., & Loewy, D. (2010). Business communication: Process and product. Mason, OH: South-Western/Cengage Learning

Conclusion

Internal communication is a strong element that facilitate effective running of an organization. Internal communication can be presented in officially or unofficially. An organization that embraces internal communication has a better way of solving conflicts and it has an easier process of decision making. Organizational culture is an important tool in ensuring that internal communication is embraced. Cultural differences hinder effectiveness of internal communication, thus all employees and management must portray sensitivity when dealing with it. Sensitive information that affects individual employees should be communicated by the appropriate authorities. Active listening, training, supervision, and regular meetings are the main channels use in promoting internal communication.

References

Daly, F., Teague, P., & Kitchen, P. (2003). Exploring the role of internal communication during organisational change. Corporate Communications: An International Journal, 8(3), 153-162.

Duhe, S. (2008). Public Relations and the Path to Innovation: Are Complex Environments Good for Business? Public Relations Society of America.

Grunig, J. E. (Ed.). (1992). Excellence in public relations and communication management. Routledge.

Guffey, M. E., & Loewy, D. (2010). Business communication: Process and product. Mason, OH: South-Western/Cengage Learning.

Hatch, M. J., & Schultz, M. (1997). Relations between organizational culture, identity and image. European Journal of marketing, 31(5/6), 356-365.

Invernizzi, E., Biraghi, S., & Romenti, S. (2012). Entrepreneurial communication and the strategic role of internal communication. Sinergie rivista di studi e ricerche, (87).

Kitchen, P. J., & Daly, F. (2002). Internal communication during change management. Corporate Communications: An International Journal, 7(1), 46-53.

Larkin, TJ and Larkin S. (1994). “Communicating Change: winning employee support for new business goals”, New York, NY: McGraw-Hill, Inc.

Mazzei, A. (2010). Promoting active communication behaviours through internal communication. Corporate communications: An international journal, 15(3), 221-234.

McGrath, J. E., & Hollingshead, A. B. (1994). Groups interacting with technology: Ideas, evidence, issues, and an agenda. Sage Publications, Inc

McNabb, D. E., & Sepic, F. T. (1995). Culture, climate, and total quality management: Measuring readiness for change. Public Productivity & Management Review, 369-385.

McNamara, C. (2008). Field Guide to Leadership and Supervision. Minneapolis, MN: Authenticity Consulting, LLC

Michael Glueck, (2001). Reflecting an Organisation’s Information and Communications Culture. Retrieved from: www.sdcn.org/webworks/strategies/reflecting.htm. Retrieved on 2014

Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management science, 29(7), 770-791.

Pocklington, K., & Weindling, D. (1996). Promoting reflection on headship through the mentoring mirror. Educational Management Administration & Leadership, 24(2), 175-191.

Ragusa, A. (2011). Internal communication management: Individual and organizational outcomes. Frederiksberg: Bookboon.

Schwab, T. F. (1985). U.S. Patent No. 4,543,627. Washington, DC: U.S. Patent and Trademark Office

Scoble R, Israel S. (2006) Naked Conversations: how blogs are changing the way businesses talk to customers, Hoboken NJ, John Wiley & Sons

Smith, L., & Mounter, P. (2008). Effective internal communication. London: Kogan Page.

Smith, P. R., & Jonathan, T. (2004). Marketing communications: an integrated approach. Buy now from Kogan Page.

Varey, R. J., & Lewis, B. (Eds.). (2000). Internal marketing: directions for management. Psychology Press.

Wright, M. (2009). Gower handbook of internal communication. Farnham, England: Gower.

Yates, J. (1993). Control through communication: The rise of system in American management (Vol. 6). JHU Press.

Use the order calculator below and get started! Contact our live support team for any assistance or inquiry.

[order_calculator]