managerial communication

MANAGERIAL COMMUNICATION ASSIGNMENT

LONDON SCHOOL OF COMMERCE


By:Muhammad Achar BozdarStudent of MFPGroup BID:0822KKKK1009

MUHAMMAD ACHAR BOZDAR ID: 0822KKKK1009


Table of Contents

Introduction ……………………………………………………………………... 3

Steps involved in change and how communication should be handlingAt each level…………………………………………………………………………12

Effective internal communication system and describe the different communication supports that can be used…………………………………. 10

Strategic Internal Communications…………………………………………..12

Internal Communications Strategy……………………………………………13

Explain How Change Will Impact the Communication Process……….….. 15

Recommendations about Communication for Effective Change Management………………………………………………………………………… 18

International Project Team Communication …………………………………21

Conclusion …………………………………………………………………………..23

References…………………………………………………………………………….24



Introduction:In the every business the role of communication is very important, running business and managing changes makes effective internal communication a critical success factor needed to create a common understanding of what the organization is trying to achieve in the marketplace and the achieve there goals. This assignment purpose increase the understanding of how internal communication is performed in organizations undergoing change. This presents a background that emphasizes why internal communication is so important to organization, especially to those that undergo change of rapid growth.



Describe the steps involved in change and how communication should be handling at each level.

Communication changes such as these, communication was found to be one of the most important. We have been able to extract five lessons for communication professionals regarding the communication of change initiatives, please find below;

1. Senior management believes that communication is not handled well. Respondents held a variety of senior management positions. Fifty-seven percent held the position of chief executive officer, chairperson, president or executive director. Thirteen percent were vice presidents or directors.

We found that while many respondents (72 percent) said in their survey questionnaires that they had a communication strategy in place, only 54 percent felt that managers kept employees well informed regarding the change.

Consider the results of not having an effective communication strategy: the case of a manufacturing company, a good example of how to start out right and end badly.

This company sent all the right signals at the beginning: that the downsizing was necessary, that it wasn't the employees' fault, and that the company would do all it could to relieve the situation through severance packages. This demonstrated a clear understanding of the need for appropriate communication.

But then, the company added a kicker: They promised that once this downsizing was done, there would be no more dismissals.

Two years later, they reduced staff counts again, only to promise once more that there would be no more downsizings.

When the third downsizing occurred three years later, it was not surprising that the company's "never again" promises were not believed. Morale hit rock bottom, and many people didn't wait to be told to leave. There was a mass exodus of staff, including people the company really could not afford to lose.

In all fairness, it should be pointed out that management genuinely believed it was telling the truth each time it said that each downsizing would really be the last. But honestly held or not, that false optimism meant that the company lost credibility with its employees.



The error of promising what it could not deliver - a commitment to no more layoffs - sounds elementary, but it's the sort of thing that we see all too often. Even a basic strategy goes a long way to preventing this sort of problem.

A good strategic communication plan might have positioned the original downsizing as part of continuing change, rather than as an isolated event with a definitive end. While stating that further downsizing was not anticipated would not provide the degree of certainty that employees would have preferred, it might have been more effective for the organization's longer term initiatives.

2. Communication must work with other aspects of the organization in making a change successful. It’s indicates that there are seven success factors for any change initiative. They are:

* Priorities: For a change initiative to be successful, it must be embraced as a priority throughout the organization. Generally, this seems to be well handled - 88 percent of respondents believed that top management personally committed enough time.

* Communication: Make sure all stakeholders are kept informed of the change.

* Involvement: Wherever possible, employees should collaborate in the process. This seems to be a problem area, with few respondents saying employees were given a role.

* Monitoring: Most respondents believed that their organizations did well at tracking the change to make corrections if problems developed.

* Resistance: Any change, no matter how beneficial, will encounter resistance. Only 45 percent of respondents said they got people to talk openly about why they did not want to change, and only 58 percent said they dealt with resistance in an open and constructive way.

* Resources: There must be enough financial and time resources to complete the job.

* Reinforcement: Employees must be encouraged to act in ways that are beneficial to the new organization. Results here were mixed - 55 percent of respondents updated their reward systems to reflect the new environment and requirements, and 65 percent said that they had rewarded people making a significant contribution to the success of the change initiative.



Communication initiatives must relate well to the other six components. For example, dealing with resistance is largely a communication function, and reinforcement will not work unless all members of the organization have been made aware of any changes to the reward structure.

3. Change initiatives require sufficient time and resources to complete. WE found that in some ways, this was done well: 80 percent of respondents said they had invested adequate financial resources and 70 percent had allocated sufficient time lines to the change. However, only 56 percent of respondents said all employees had access to training, information, support and resources.

This is consistent with our experience that employees often do not feel they receive sufficient training, information and support. Take the time to train supervisors and managers on how to communicate with staff and how to respond to questions and concerns.

Comments from respondents echo this concern: "Whatever time you think it will take, whatever cost you think it will be double it!' 'Add more dedicated resources, namely head count devoted to delivering plan." "Even stronger commitment of capital and human resources to try and shorten the process."

4. People must be told how the change will affect them personally. In many major changes, there is a significant knowledge gap: Just 37 percent said that people at all levels of the organization had a clear and realistic understanding of how they, and their jobs, would be affected by the change.

In the case above, the first messages sent to employees, shareholders or not, were about the status of their jobs. Second, the employee-shareholders were told about the effect that the change would have on their investments.

A. The success of any change is directly related to its acceptance by employees, and employees will naturally be concerned with their own welfare first.

What can we learn from this example? For one thing, that change is inevitable, and that a major strategic advantage comes to organizations that do it well.

B. Second, the success of the change is directly related to its acceptance by employees, and that acceptance is influenced by the



appropriateness of the communication to the organization. In one downsizing example, that meant a personal address to employees at a meeting, held by the president.

5. Give senior and middle management people the communication skills they need. WE found that only 46 percent of respondents said management received training in effective change management and techniques. This translates into a knowledge gap.

It's up to these people in management to deal with the "cultural distress" that occurs in any sort of change - the organizational fabric is affected, and this causes discomfort and concern among members. The most common response to this is to seek information - anything that will help employees understand where they are going. And it's important to realize that "information" is not restricted to the newsletters, meetings, videos and intranet sites the company produces.

In any change, the informal "grapevine" communication network grows tremendously. Information both true and false travels around the company with astonishing speed, and it is often taken by employees to be more reliable than anything found in the "official" sources. So work with the grapevine, not against it.

Push the message down so that it is received by the person most employees prefer to hear from - their immediate supervisor.

In any organization, there are "key mouthpieces" - individuals who are like switchboards on the grapevine, who influence many people in what they say. Often, they're individuals who have a chance to talk to many different people in their work. Get them involved.

You may also want to set up a rumor line. For people who have questions about the change, suggest they call in from the outside, where their call can't be traced and anonymity is preserved. A special mailbox in the voicemail system receives their questions, and someone in authority then posts the answers, possibly on a physical or "virtual" bulletin board on the E-mail system, or in a newsletter.

As the study found, it's important that the communication process provide channels for feedback - for employees to express their opinions, recommendations and concerns.

But while our experience is that the communication needs are greatest with the "front line" staff lowest on the organizational pyramid, to



reach them it is essential to build better links with all levels of the organization.

Pay particular attention to the needs of middle management.

While senior management members have likely discussed the change, understand the need for it and are on-board, this does not necessarily apply to middle management and it is here that the process often breaks down.

These people are naturally concerned about their own situations first, and any communication strategy has to take them into account. Many of them feel threatened by the change - possibly for their jobs, or seniority, or prospects for advancement.

In this environment, it's unreasonable to ask middle management to think of the company's best interests. This may cause them to distort top management's message, consciously or unconsciously.

Find out what their concerns are. Quite likely, they will be concerned about how it will disrupt their lives and work, and what's in it for them, both positive and negative. They need to know that they will be okay.

In this instance, "OK" doesn't necessarily mean that their jobs are secure. In some cases, you can give them that message. But in others, these people can only be assured that the company will look after them as best it can. If middle management members must be released, they need to be reassured that they will have a good severance package, including outplacement counseling.

But in all cases, middle management must understand the need for the change. Then, these people can give a coherent message to their direct reports, and so on down the line.

Any change is stressful, even one such as an acquisition that may be positive for the organization and its people. Communication professionals doing their job can go a long way in making the process the best possible for everyone.

RELATED ARTICLE: Select your messages carefully

A downsizing can be one of the most difficult challenges facing a communicator.



Consider this case: An industrial division of a larger company was forced to reduce its work force because the division was about to be sold.

Corporate management saw that its work force could be divided into three parts: those employees who would be dismissed immediately, those who would be needed to keep the operation running for about three to six months until the division was sold, and those it wanted to keep for the longer term. Different communication packages were prepared, and middle management was coached appropriately.

Those to be dismissed right away were given the legal minimum notice and provided with an outplacement package, clearly explained to them.

For the group to be kept in the short term, it was not so simple. These people were offered a standard severance package, but told that there was a possibility that they would be kept on for some time. They were offered a "stay-put bonus," payable only if they stayed on until management was ready to release them. If they left early, their severance package would be drastically curtailed.

As it turned out, some of these people left as soon as they had another job offer - reasoning that they might not have other work to go to if they waited until the company asked them to leave. However, enough of these people stayed on to allow the company to prepare the division for sale.

For the third "keeper" group, the company developed "golden handcuffs" package that induced most of these people to stay on.

In this case, communication was key. Without it, employees would not have understood the situation, or accepted that the company was doing all that it could to meet their needs.



Thoroughly describe an effective internal communication system and describe the different communication supports that can be used.

Internal communications can be defined as the direct two way communications between employers and their staff. Effective internal communication - which can be said to be "downward, upward and horizontal”, is a vital means of addressing organisational concerns.

Effective internal communication has been shown to help improve employee engagement through; increased job satisfaction, safety and decreased absenteeism, grievances and staff turnover. Such improvements are linked to improved productivity and overall profitability.

AN OVERVIEW OF THE INTERNAL COMMUNICATION PLANNING (ICP) PROCESS:

First, we need to understand that we plan for internal communication for a long term time period. Since the effects of communication exert themselves over an extended period, we need to look at an approach that will extend over years. While event based tactical communication planning is reactive and short term, strategic ICP is by it's nature, longer term and proactive.

As such, before we begin ICP, we need to be clear what kind of workplace we are attempting to create and what values, principles and procedures need to be in place so that our versioned workplace comes


Incoming information Internal

communication

Clients

Peers

Policymakers


about. So, as with other kinds of strategic planning, we first decide the kind of organization we want, then we plan a communication approach to bring that vision to life.

Next, we need to consider a very broad approach to communication. Often, even organizations who address internal communication fail because they understand the organization communication process as a limited process--one that includes only what we normally think of as communication methods. For example, they formulate a vision statement, or statement of principles, and plaster it all over the organization, without considering that the behavior of managers and the decisions that are made in the organization are the "real communication tools". What results is a situation where the "formal" communications say one thing to staff, while decision-making and actions send a conflicting message. It's almost better to do nothing at all, since an inconsistent, non-comprehensive approach to communication breeds resentment and cynicism.

So, the key elements: Long-term focus Clear values, goals Comprehensive, pervasive methods Consistent messages

OUTLINE OF ICP STEPS The details of how one plan for internal communication to create a coherent culture will vary depending on a number of factors, one of the most important being the size/level of the organization we are looking at. In a small organization, a branch manager/director may draft an internal communication strategy by him/herself, particularly if the elements of communication in the organization are under his/her control. Or, the manager can consult with staff regarding the kinds of information staff feel they need.

In larger organization, internal communication strategies need to include many more players (eg. senior executives, managers, HR people, etc).

Staff plays a crucial role in building a Organization’s reputation. Whether they are frontline staff or officers representing the Organization externally, the way they behave and how they talk about the Organization can have a huge impact. Good internal communications is therefore very important in helping a Organization achieve its objectives.



Organization staff are less likely to speak well of the organization than private sector employees – with only one in three likely to speak up for the Organization and sell its work externally the Organizations that perform most effectively are most likely to have staff who would speak up for their Organization externally Organizations that keep their staff well informed are rewarded with more motivated staff and, it seems, better comprehensive performance assessment (CPA) scores.

When Kirklees Organization won the 'Local Government Chronicle' (LGC) 2008 'Organization of the Year' Award, the judges specifically praised the authority for its superb engagement with its staff.

Getting your internal communications right is crucially important at a time of organisational change, for example, for those districts and counties which have just become unitary authorities.

Communicating well with staff – consulting, listening to and involving them – is one of the 12 core actions of the Local Government Association's (LGA) Reputation campaign.

More about the 12 core actions

Good internal communications will:Help create a 'can-do' culture and build a committed and high-performing workforce focused on achieving the Organization’s goals Boost morale and motivation Encourage staff to be your ambassadors Help the organization learn – your staffs are a vital source of information and ideas provide a better customer service – informed frontline and other staff will be up to speed on what’s happening in the Organization and why.

STRATEGIC INTERNAL COMMUNICATIONS

A strategic approach is needed to make sure that you are focusing on the right things at the right time and that you are making an impact.

The best way to do this is to develop an internal communications strategy which takes you from where you are now to where you want to be, and sketches out how you will get there. It should be backed up by a detailed action plan.

INTERNAL COMMUNICATIONS AUDIT



Start by carrying out an internal communications audit.

Look at the results from staff surveys and focus groups to measure:How staffs feel about the Organization?Their understanding of what the Organization is trying to achieve Their role in it?

Talk to senior managers and members to get their perspective.

Scrutinize how the Organization is perceived externally by looking at findings from:Inspection reports Residents’ surveys Focus groups Youth or citizens’ panels.

The evidence collected from the audit sets the baseline data from which the Organization can measure its performance and success of its strategy.

INTERNAL COMMUNICATIONS STRATEGY

The next stage is to develop an internal communications strategy which sets out your internal communication objectives and broadly how you will achieve them. This should be driven by the communications team but you may want to develop it with your human resources (HR) team to ensure that their objectives are included.

Your internal communications strategy may include:

Where you are now – a summary of the audit findings Where you want to get to – key priorities and clear aims and objectives, including targets Who your key stakeholders are, for example staff, managers, unions, members Key messages Milestones 'Quick wins' Resources available – budgets and staff The communications tools you will use, for example, poster campaigns, staff road shows, managers’ seminars, team briefings, newsletters Evaluation – how you will measure success.

Your strategy should involve plenty of two-way communications. Make sure that a pledge to ‘listen to staff’ is backed up by visible action.



Otherwise your improved communications is likely to be met with cynicism rather than trust.

INTERNAL COMMUNICATIONS ACTION PLAN

A good action plan will tie in directly with the strategy, setting out the activities, targets, deadlines and resources needed to implement each element of the strategy. It will also identify lead officers responsible for each action, and build in evaluation so that you can monitor the success of each action.

The action plan is a working document which can be updated and revised as targets are met, circumstances change or new objectives are identified.

TOP TIPS FOR COMMUNICATING WITH STAFF

When it comes to big issues or bad news, staff strongly prefer regular face-to-face contact – with both top and line management. This makes them feel valued and provides an opportunity for questions and discussion.

They do not like formats, such as videos, that do not allow them to question managers directly. You can use top-down tools – such as newsletters and emails – to reinforce key messages but they should not replace face-to-face contact on important issues.

TIPS FOR YOUR INTERNAL COMMUNICATIONS

Make it two-way – that means listening and acting on it too. Make it face-to-face as much as possible. Explain your vision, values and messages – so that staff understands how their own work and individual services or projects fit into the bigger picture. Make it interesting and focused – staff bombarded with emails will switch off. Plan your internal communications and be imaginative. Be honest – tell the bad news as well as the good news – say when you can't give the full picture making it clear when more information will be available. Involve managers – staff likes to find out about issues that affect them from their line managers. Tie it in with external communications – staff feels valued if they know important Organization news as soon as possible. Don’t make them read about it first in the local paper. Find out how your staff prefers to be communicated with.



EXPLAIN HOW CHANGE WILL IMPACT THE COMMUNICATION PROCESS

Communication is the backbone of any operational transformation. The classic communication challenge--the right message to the right audience at the right time--is even more important with change. To build buy-in, a communication program should begin as soon as investigation of a potential change is initiated, and should continue until a steady state of operations is resumed.

Once a change is approved for implementation, a communication strategy and plan must be developed. A communication plan has three elements: content, context, and timing. It answers the questions of who, what, when and how.

Content and Context

The content (what) element is made up of the vision, value proposition, concrete plans for change, the action required from the audience, and status updates. The context (who and how) element factors the stages of change, the various stakeholders, the impact of change on each stakeholder, and the various communication vehicles. The timing (when) element reflects the changing communication needs before, during, and after implementation. These elements are interwoven and need to be developed in tandem.

The motivation levels and communication needs of the stakeholders vary at different stages of the transformation process. A performance chain framework describes the stages through which an individual or group rationalize change. The framework illustrates the appropriate timing of communications.

Active Campaigners for Change



The simple goal of communication is to move all the stakeholders in the performance chain from a state of awareness to a state of performance, where they become active campaigners for the change as opposed to passive campaigners (as described in the knowledge stage.) The critical stage is inquisition, where the link can break either because the individual or group does not support the change or becomes indifferent to it.

All stakeholders progress through the stages in the performance chain at different speeds.

In a typical scenario, change is implemented by a core team responsible for developing and implementing a communication plan. The core team has representatives from each of the impacted areas, including manufacturing, engineering, human resources, and procurement, and is assisted by extended team members. The end-users, often the ones most affected by the change, are likely to be the larger population, as well as the one with the least amount of information about the change. Core team members are likely to become active campaigners for the change much faster than extended team members. The core team receives communication every day as an incentive to complete the change, while the extended team members receive communication less frequently. So at any point during the change, end users will be further to the left of the chain than the extended or core team members.

In addition, the level of communication efforts required increases as stakeholder group’s progress through the chain.

Communication Effort by Stage

You can design an effective communication plan once you understand the context and timing of communication.

The first step in communicating change is identifying key stakeholders. Supply chain transformation involves external



players in addition to internal ones. Focused and partitioned communication has to be developed for major stakeholders, including employees, customers, suppliers, and analysts, and should begin with the strategy for transformation. Communication with suppliers has traditionally been adversarial in nature as suppliers are just "told" what is required. However, given the benefits of long-term supplier relationships, individuals or groups within the supplier's organization must also be identified and handled separately, rather aggregating all suppliers as one stakeholder.

The individual sending the message must present the message clearly and in detail, and radiate integrity and authenticity.

The person receiving the message must decide to listen, ask questions for clarity, and trust the sender of the message.

The delivery method chosen must suit the circumstances and the needs of both the sender and the receiver.

The content of the message has to resonate and connect, on some level, with the already-held beliefs of the receiver.

With all of this going on in a communication, I think it’s a wonder that organizations ever do it well.

Change management practitioners have provided a broad range of suggestions about how to communicate well during any organizational changes.

Recommendations about Communication for Effective Change Management



o Develop a written communication plan to ensure that all of the following occur within your change management process.

o Communicate consistently, frequently, and through multiple channels, including speaking, writing, video, training, focus groups, bulletin boards, Intranets, and more about the change.

o Communicate all that is known about the changes, as quickly as the information is available. (Make clear that your bias is toward instant communication, so some of the details may change at a later date. Tell people that your other choice is to hold all communication until you are positive about the decisions. This is disastrous in effective change management.

o Provide significant amounts of time for people to ask questions, request clarification, and provide input. If you have been part of a scenario in which a leader presented changes, on overhead transparencies, to a large group, and then fled, you know what bad news this is for change integration.

o Clearly communicate the vision, the mission, and the objectives of the change management effort. Help people to understand how these changes will affect them personally. (If you don’t help with this process, people will make up their own stories, usually more negative than the truth.)

o Recognize that true communication is a “conversation.” It is two-way and real discussion must result. It cannot be just a presentation.



o The change leaders or sponsors need to spend time conversing one-on-one or in small groups with the people who are expected to make the changes.

o Communicate the reasons for the changes in such a way that people understand the context, the purpose, and the need. Practitioners have called this: “building a memorable, conceptual framework,” and “creating a theoretical framework to underpin the change.”

o Provide answers to questions only if you know the answer. Leaders destroy their credibility when they provide incorrect information or appear to stumble or back-peddle, when providing an answer. It is much better to say you don’t know, and that you will try to find out.

o Leaders need to listen. Avoid defensiveness, excuse-making, and answers that are given too quickly. Act with thoughtfulness.

o Make leaders and change sponsors available, daily when possible, to mingle with others in the workplace.

o Hold interactive workshops and forums in which all employees can explore the changes together, while learning more. Use training as a form of interactive communication and as an opportunity for people to safely explore new behaviors and ideas about change and change management. All levels of the organization must participate in the same sessions.



o Communication should be proactive. If the rumor mill is already in action, the organization has waited too long to communicate.

o Provide opportunities for people to network with each other, both formally and informally, to share ideas about change and change management.

o Publicly review the measurements that are in place to chart progress in the change management and change efforts.

o Publicize rewards and recognition for positive approaches and accomplishments in the changes and change management. Celebrate each small win publicly.

INTERNATIONAL PROJECT TEAM COMMUNICATION

It is well documented that international projects often fail to deliver results as efficiently as possible. The challenges of collaborating virtually and different approaches to international working processes lead to breakdowns in communication and a failure to realize diversity synergies.

We support individuals working in international projects and international project teams with seminars which develop the awareness and skills to cooperate effectively in diverse international teams. We also facilitate kick-off meetings which integrate international team building.

Our support can offer significant benefits with project staff better able to:



o Understand cultural diversity having mapped the dimensions of business culture significant in their own international project teamwork.

o Develop working relationships across cultures with a broad range of project stakeholders.

o Communicate transparently: understand how to set goals and define roles more clearly when interfacing with international team members.

o Develop an international project team culture by facilitating the set up of common norms and standards for effective international teamwork.

o Understand and manage typical conflicts arising from their international project environment.

o Maximize the range of insights and approaches within diverse terms to reach more innovative solutions

Draft recommendations for managers having to communicate in a context of change.

Over the years, a lot of time and effort has been spent studying the causes of failed organizational change initiatives.The majority of studies have found that employee resistance and a lack of proper training are key hindrances to organizational change.

What Can a Manager Do?

Do not ignore the people side of “change management”

The practice of Change Management is a combination of the methods used by people (usually management teams) within organizations to ensure organizational transition is completed efficiently and effectively. It is extremely important that management teams consider the “people side” of any organizational change. Too often, managers look at change management as a technical process, rather than a human one. This makes



sense, since the field of Change Management is described as the study of “approaches” or “processes” an organization follows when moving from its current state to a desired state. Many academic pieces discuss how changes to structures, processes, policies, and technologies will improve efficiencies. The buzz-words used to describe this type of organizational change include: organizational reorganization, corporate restructuring,process re-engineering, resource reallocation, etc. For any of these change processes to work, however, the impact they will have on people cannot be overlooked or discounted. If these impacts are ignored, the change initiative will likely fail.

Hone interpersonal and communication skills

During the 1980s and 1990s, managers were told that they needed to focus their efforts on managing resistance to their change initiatives. The most common suggestion was for managers to hone their interpersonal and communication skills so that they could help their staff overcome the pains associated with change.

Courses like Global Knowledge’s Management and Leadership Skills for New Managers and People Skills for Project Managers offer managers training in the types of interpersonal and management skills needed to help with staff deal with change. The skills that can help managers “manage change” include: motivational techniques; team building, coaching, feedback, setting priorities, negotiating priorities, stress management, dealing with conflict, systematic problem-solving, and effective delegation.

Become a “Change Promoter”

Global Knowledge’s Change Management Implementation Survey found that employees were still confused about the new requirements and unprepared to handle them.

“This end-user confusion and training avoidance demonstrates that managing change for employees is something that is still not fully understood."

Managing in today’s organizations means one must constantly identify when and where change is needed.

Managers need to be able to advocate for these transitions to their superiors, their stakeholders, and their staff. In other words, change has to be communicated up, down, and out. This requires a set of skills



that may be new to many managers – namely, skills related to planning and managing corporate communications. If a manager sees a way for change to improve business, he or she needs to be able to present a briefing to superiors. This briefing must include the effects on employees in the cost/benefit analysis. Good managers will know this because they have already discussed the change idea with their staff and heard their professional input and personal concerns. If their change initiative is accepted, they will need to work with other affected managers to develop a project plan, including a plan for regular communications to staff to inform them of the changes, to explain the rationale, and to ensure buy-in (i.e., ease resistance).

Overcoming ResistanceManagers should not ignore employees’ resistance. They should find the reasons behind the resistance and design strategies to overcome it. Often the simplest way to do this is to involve people in the exploration and planning phases. Managers should provide considerable time for employee to ask questions, request explanation, and give input

Conclusion

The communication change process in organization is a complicated one due to individual biases and abilities and organizational characteristics such as hierarchy or specialization. One aspect of organization is a set of arrangement for achieving objectives and goals through collective activity. Effective Internal communication has an importance of backbone in the progress and productivity of any organization. If there would be lack of effective internal communication and employees are not being updated by time to time about the organizational working and what type of changes the board of directors wants to bring in the organization, the productivity of that organization will lack. There will be no inclination of effectiveness but declination from the employees.

The most important reason of this assignment is to increase the understanding of ‘How internal communication is performed in organization and how change can be handled at all levels in organization.’ As change in organization has also become a regular fact which should be concentrated to and managed properly sequentially to make sure organizational survival.



References:Balanced Scorecard: Step-by-Step for Government and Nonprofit Agencies Paul R. Niven - Business & Economics - 2008

Communication and education skills for dietetics professionals Betsy B. Holli, Richard J. Calabrese, Julie O'Sullivan Maillet - Medical – 2003

Effective Internal CommunicationLyn Smith, Pamela Mounter - Business & Economics - 2008

Leadership Communication, Deborah Barrett - Business & Economics – 2005

Making the connections: using internal communication to turn strategy into Bill Quirke - Business & Economics – 2000

The portable MBA in project management Eric Verzuh - Business & Economics - 2003

Safety Management: A Guide for Facility ManagersJoseph F. Gustin - Business & Economics – 2008

Effective internal communication-Lyn Smith, Pamela Mounter - Business & Economics – 2005

Group communication in context: studies in bona fide groups - Lawrence R. Frey - Psychology - 2003

www.projectmanagementonline.blogspot.com/.../improving-team-communication- with-moss.html

http://www.findarticles.com/2009


http://www.findarticles.com/2009

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