Communication Audit Report

8/10/2019 Communication Audit Report

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Communication Audit for Department X 1

Communication Audit Report

For

Department X, Division of Company Y

Prepared by

Jeff Garrison

School of Professional Studies

Gonzaga University

July 6, 2013


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Executive Summary

The purpose behind conducting this communication audit for Department X, a division of

Company Y, was to examine what manager and non-manager employees thought of the current

internal communication system and how effective it is between the two groups on a daily basis.

The original plan for conducting the audit was to collect data via (1) an online survey, (2)

voluntary face-to-face interviews and (3) ethnographic observations around the office. However,

once I obtained permission from the organization to conduct the audit, I was asked not to

conduct face-to-face interviews because of my current position within the organization. This

request from the organization put a sever limit on the amount of data that could be collected

during the audit.

Despite not being allowed to conduct face-to-face interviews, the survey questions still

provided some great insight into what the employees of the organization thought about the

current communication system and what they thought of communication between managers and

their subordinates. The ethnographic observations also yielded intriguing information about

instances in which employees of the organization experienced breakdowns in the communication

system, either with peers or management.

Another setback that was experienced in completing this audit was the fact that I was on

the road 24 days between May and June; this made it extremely difficult to conduct the

ethnographic portion of the audit as well as being around to field questions from employees who

were unsure about the anonymity and validity of the audit. I found it very difficult to audit an

organization that I could not be around to observe.

The audit will conclude with recommendations on how Department X can improve its

communication system and ways to encourage management to better communicate with their


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subordinates. The audit will also provide in detail all of the questions and results from the survey

instrument as well as the written comments and ethnographic observations for consideration by

Department X.


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Department X

Communication Audit Report

Table of Contents

The Purpose of the Organizational Study5

Description of Department X ...5

The Communication Audit of Department X

Methodology5

Limitations of the Communication Audit6

External Communications of Department X7

Internal Communication Survey of Department X..8

Results..9

Ethnographic Observations of Department X........11

Summary of Findings and Recommendations...12

Appendix I: Survey Results

Appendix II: Survey Comments

Appendix III: Blank Survey


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Purpose of the Communication Audit of Department X

In the bookAssessing Organizational Communication, Cal Downs and Allyson Adrian

present that many people in todays societyoversimplify the importance and role of effective

communication within an organization (Downs & Adrian, 2004). They go on to state,

communication is one of the most interesting organizational phenomena to investigate precisely

because it is so complex (2004). This complexity, they say, forms the basis for a practical

communication audit (2004).

The purpose for conducting a communication audit of Department X was two-fold: (1)

examine the current communication system and establish whether manager and non-manager

employees thought it to be effective. (2) Examine what employees of Department X thought of

how managers and their subordinates communicate with each other on a daily basis.

Description of Department X

Department X is a world class, innovative entertainment company and the full service

video production arm of Company Y offering Emmy award winning solutions for broadcast,

cable and new media platforms. Department X offers its clients and sponsors full creative

services in a variety of mediums including long form programming, creative services, digital

media, live events, client services, studio and motion graphics. Department X is made up of

almost 87 employees that include HD AVID editors, producers, videographers, directors, and an

entire host of support and operations staff.

Methodology for Communication Audit of Department X

The methods used to conduct the communication audit of Department X began with

asking permission from the Vice President of Business Operations. The response was this: "I

think it sounds like a good idea. I am always interested in how we communicate and more


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importantly how we can do it better so I would be very interested in seeing the audit when

completed." Once permission was obtained for the audit, I began to develop the instruments I

would use to conduct the audit. After deciding on doing a survey, face-to-face interviews and

ethnographic observations I was met with a few limitations that will be discussed in the next

section.

Limitations for Communication Audit of Department X

After deciding on doing a survey, face-to-face interviews and ethnographic observations,

I was told that I would not be allowed to conduct face-to-face interviews because of my level and

position within the organization. Department Xs VP of Business Operations thought that these

interviews would make me privy to information that I should not hear about the organization and

its employees. This was a bit of blow as I would not be able to focus groups because of the

schedule and make-up of the organization. In hindsight, I doubt that Department X would have

allowed me to conduct focus groups either.

The second limitation that I faced in performing the communication audit is that

Department X is part of a private company. For this reason, conduction a comprehensive audit of

the external communication is nearly impossible because I am not allowed to disclose

information about how we communicate with the organizations outside clients and professional

athletes. The only examples of external communication that could be audited would be social

media as Department Xs website isinternal and meant for employees and clients only.

The third and final limitation that I faced in performing the communication audit of

Department X is that I am an employee of the organization and I was forced to be on the road for

24 days between the months of May and June when I was conducting the audit. This made it

very hard to conduct ethnographic observations, as I was not in the office. It also made it


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difficult to provide face-to-face feedback to employees of Department X that had questions about

the anonymity and validity of the communication audit.

External Communications of Department X

External communication is easily defined as "interactions that focus on audiences outside

of an organization and these activities significantly contribute to an organization's bottom line

and culture" (Parsons & Urbanski, 2012, p. 158). These external communications can include but

are not limited to a website, press releases, direct mail, billboards, e-mail blasts, television and

radio ads and a myriad of other communication tools spanning a wide spectrum of mediums.

Department X uses a wide variety of ways to communicate externally with its clients and

employees. There is a website www.departmentx.com that features information about the

organizationsservices, examples of previous work, client testimonials as well as information on

how to access Company Ysfootage library. Department X also relies heavily on e-mail and

direct phone calls with clients to discuss ideas, budgets and deadlines. Another new medium that

Department X has been using more of is social media. Through Department Xs and Company

Ys Twitter feedand Facebook newsfeed, the organization is able to now reach beyond clients

and employees to the consumers that will be ultimately seeing Department Xscommercial and

feature work on television and the Internet. Social media has allowed Department X to send out

short headlines and descriptions to consumers all over the world to promote commercials and

feature shows as well as television broadcasts.

Department Xs external communications are also aided by Company Ysrelease of press

releases, print ads and television spots that are seen by millions both domestically and

internationally. Being that Department X is an internal department of Company Y, the


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organization has a unique chance to reach more consumers, clients and employees at a much

lower cost than if Department X was an outside organization.

Internal Communication Survey of Department X

The survey was constructed throughwww.surveymonkey.comand then distributed to all

87 full-time employees at Department X via a web link in an e-mail. The following message

accompanied the link to the survey:

Hello everyone,

I am conducting a survey for my graduate school program as part of a class

project, and your response would be greatly appreciated.

The project consists of performing a communication audit of an

organization. This survey is just one part of the audit. I will also be

conducting interviews as well as making ethnographic observations around the

office in the coming weeks.

I would really appreciate everyone taking just a few minutes to

complete the survey. All results are confidential and everyone that

participates in this audit will remain anonymous.

The goal of this audit is to analyze how we communicate as an office

and then make recommendations, based on the data collected, of how we can

improve office communication.

Here is a link to the survey:

https://www.surveymonkey.com/s/FGRWJFT

Thanks for your participation! I'm very excited to see the responses and see

how we can improve the ways in which we communicate with one another.
http://www.surveymonkey.com/http://www.surveymonkey.com/http://www.surveymonkey.com/https://www.surveymonkey.com/s/FGRWJFThttps://www.surveymonkey.com/s/FGRWJFThttp://www.surveymonkey.com/


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I was pleasantly surprised that 16 employees of Department X took the survey within the

first day it was active. Over the next several weeks, participation steadily declined before

reaching the final number of 32 participants resulting in a 36.7% participation rate. This rate was

significantly lower than expected despite getting lots of verbal feedback from employees at

Department X about how good of an idea it was to be conducting a communication audit.

The survey consisted of 38 questions that were a combination of multiple choice and true

or false questions. The survey ended with a field to provide written feedback of Department Xs

communication systems as well as the survey itself. At the end of this document, Appendix II

provides the word for word comments from the survey, while Appendix III provides a blank

copy of the survey questions.

Results

There were 6 major questions from the survey that I expected to collect the most data

from. The questions and their results are shown below:


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Ethnographic Observations of Department X

During the days when I was present at Department X, I tried to observe as much as

possible the different instances in which employees were engaged in communication with co-

workers, managers and outside clients. I noticed that communication with these three mediums

was not equally spread amongst all employees. Dependent on what team an employee was a part

of determined how much communication they had with outside clients versus co-workers and

managers. One fact that I observed was that in many occasions, co-workers only communicated

with managers when they had a problem or an issue arose on a project or with a specific situation

involving either another co-worker or the specific relationship with the employee and manager.

Another observation I made was that many instances of communication between co-

workers and/or managers carried a small, but noticeable characteristic of hostility or excitement.

Perhaps this is because Department X operates amongst a landscape of subjectivity being in the

creative realm of organizations. Defensive attitudes were taken by both subordinates and

managers as each communicated with one another about a project or situation.

Finally, the last major observation was that some employees felt that they had little to no

communication with their direct managers. There several instances were employees of

Department X asked how anonymous this audit would be in order to develop a sense of comfort

for providing feedback about the lack of communication they experience with their managers on


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a daily basis. More information about this subject can be found in Appendix II, which provides

word for word comments from the internal communication survey.

Summary of Findings

After performing the audit and analyzing the data collected, it is clear that there are

mixed feelings about the effectiveness of the communication system at Department X as well as

how well co-workers and managers communicate. The survey showed that the majority of

employees surveyed at Department X thought that the current communication system needed

improvement. On a positive note, half of the employees surveyed said that they relieved proper

training on how to effectively communicate with co-workers and/or managers.

The ethnographic observations revealed that employees are passionate about their work

and this sometimes leads to hostility when communicating with managers. The ethnographic

observations also revealed that some employees feel that they are not comfortable with the lack

of communication with their managers. In the next section, Ill offer a few recommendations on

how Department X can improve its communication system and eliminate the disconnected

between subordinates and managers.

Recommendations

Communication is an ongoing, dynamicprocess (Downs & Adrian, 2004), because of

this, constant work has to be done to improve the communication systems and processes of an

organization. An organization should constantly be evaluating its communication practices to see

where it can improve. This includes the use of audits, such as this one, or even encouraging

managers to talk to their employees about communication practices and how they believe they

can be improved. It is important for the organization to pay attention to thisfeedback. Creating a

feedback loop (2004) develops two-way communication within an organization, which has been


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demonstrated to be more effective and more satisfying than one-way communication. In other

words, if the organization is not listening and acting upon the feedback it is receiving from its

employees, than breakdowns and disconnect within the communication system are bound to

evolve.

Another recommendation is to develop a more organized communication system with the

hopes of sparking more creativity within the organization. Research has generated a number of

insights regarding how organizations can encourage creativity and innovation (Conrad & Poole,

2012). Below are some examples adapted from the text on how organizations can organize their

communication systems to generate more creativity and thus a better work environment:

(1) Give employees time to innovateEncourage employees to think of new ideas and

support their efforts and try out the ideas instead of giving reasons why the ideas wont

work.

(2) Give employees the chance to failHave trust that employees know what they are

doing and that if they fail they will learn from their mistakes and become stronger

employees through proper training and communication.

(3) Allow time for ideas to emergeStudies have shown that open time is essential for

the creative process.

(4) Measure the right thingsCommunicate results to employees without dwelling on

the failures. Help employees learn from their failures rather than holding them over their

heads.

The last recommendation is to respect the feedback that the organization gets from employees

and from managers. Take the feedback and apply it to the current communication systems. Keep

records of the feedback and how the feedback was applied to improving the communication


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system. Encourage managers to have often and open dialogue with their subordinates to ensure a

positive flow of communication within the organization. Putting any or all of these

recommendations in place with surely result in improved communication practices and happier

employees, which results in a more productive and energetic organization.

**End of Report**


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Appendix I: Survey Results

Male 22

Female 9

0 5 10 15 20 25

Answer Choices Responses

Male 70.97%

Female 29.03%

Total


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Q2 Are you a non-manager or manager?

Answered: 32 Skipped: 0

Non-manager

Manager 28.13%

71.88%

0% 20% 40% 60% 80% 100%


Non-manager 71.88% 2

Manager 28.13%

Total 3


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Q3 How long have you worked for the

organization?


0-5 Y ears

6-10 Y ears

11-15 Y ears

18.75%

21.88%

31.25%

15+ Y ears 28.13%

0% 20% 40% 60% 80% 100%


0-5 Years 31.25% 1

6-10 Years 18.75%

11-15 Years 21.88%

15+ Years 28.13%

Total 3


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Q4 About how many times per day would

you say you communicate with someone in

the organization?


0-10 Times

11-20 Times

21-30 Times

31-40 Times

41-50 Times

9.38%

9.38%

9.38%

21.88%

34.38%

50+ Times 15.63%

0% 20% 40% 60% 80% 100%


0-10 Times 9.38%

11-20 Times 9.38%

21-30 Times 34.38% 1

31-40 Times 21.88%

41-50 Times 9.38%

50+ Times 15.63%

Total 3


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Q5 How many times in a typical day do you

communicate with someone in the office

face to face?


0-10 Times

11-20 Times

21-30 Times

31-40 Times

41-50 Times

50+ Times

6.25%

3.13%

25%

34.38%

31.25%

0% 20% 40% 60% 80% 100%


0-10 Times 25%

11-20 Times 34.38% 1

21-30 Times 31.25% 1

31-40 Times 6.25%

41-50 Times 0%

50+ Times 3.13%

Total 3


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Q6 In a typical day how many times do you

communicate with someone in the office viae-mail?


0-10 Times

11-20 Times

21-30 Times

31-40 Times

41-50 Times

50+ Times

6.25%

3.13%

21.88%

28.13%

40.63%

0% 20% 40% 60% 80% 100%


0-10 Times 21.88%

11-20 Times 40.63% 1

21-30 Times 28.13%

31-40 Times 6.25%

41-50 Times 0%

50+ Times 3.13%

Total 3


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Q7 In a typical day how many times do you

communicate with someone in the office viatelephone (mobile phone included)?


0-10 Times

11-20 Times

21-30 Times

31-40 Times

41-50 Times

50+ Times

6.25%

25%

68.75%

0% 20% 40% 60% 80% 100%


0-10 Times 68.75% 2

11-20 Times 25%

21-30 Times 6.25%

31-40 Times 0%

41-50 Times 0%

50+ Times 0%

Total 3


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Q8 On a typical day how many times do you

communicate with someone in the office

using other forms of communication such

as texting, social networking, etc?


0-10 Times

11-20 Times

21-30 Times

31-40 Times

41-50 Times

50+ Times

18.75%

81.25%

0% 20% 40% 60% 80% 100%


0-10 Times 81.25% 2

11-20 Times 18.75%

21-30 Times 0%

31-40 Times 0%

41-50 Times 0%

50+ Times 0%

Total 3


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Q9 I believe that we communicate effectively

as an office.


True

False

43.75%

56.25%

0% 20% 40% 60% 80% 100%


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Q10 I feel comfortable going to my

supervisor when I experience

communication conflict.


True

False 18.75%

81.25%

0% 20% 40% 60% 80% 100%


True 81.25% 2

False 18.75%

Total 3


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Q11 I feel good about my communication

exchanges with my co-workers and/or

managers.


True

False 9.38%

90.63%

0% 20% 40% 60% 80% 100%


True 90.63% 2

False 9.38%

Total 3


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100%

Q12 I am clear about what I want back from

others when I speak.


True

False

0% 20% 40% 60% 80% 100%


True 100% 3

False 0%

Total

3


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Q13 I am willing to reveal my vulnerability

and don't see vulnerability as weakness.


True

False 23.33%

76.67%

0% 20% 40% 60% 80% 100%


True 76.67% 2

False 23.33%

Total

3


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Q14 Others are willing to reveal their

vulnerability in my presence.


True

False 40.63%

59.38%

0% 20% 40% 60% 80% 100%


True 59.38% 1

False 40.63% 1

Total

3


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100%

Q16 I am as interested in meeting the needs

of other co-workers and managers as I am

in meeting my own needs.


True

False

0% 20% 40% 60% 80% 100%


True 100% 3

False 0%

Total 3


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Q17 When I ask people to do things for me, I

am open to hearing "no" from them.


True

False 6.25%

93.75%

0% 20% 40% 60% 80% 100%


True 93.75% 3

False 6.25%

Total

3


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Q18 I don't interpret a "no" from co-workers

and/or managers as a rejection.


True

False 15.63%

84.38%

0% 20% 40% 60% 80% 100%


True 84.38% 2

False 15.63%

Total

3


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Q19 I never try to make others feel guilty if

they don't do as I like.


True

False 9.38%

90.63%

0% 20% 40% 60% 80% 100%


True 90.63% 2

False 9.38%

Total

3


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Q20 I am able to transform my anger into a

positive force that will meet my needs

without it being at the expense of others

needs.


True

False 12.90%

87.10%

0% 20% 40% 60% 80% 100%


True 87.10% 2

False 12.90%

Total 3


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Q21 I view conflict as an opportunity to

better understand my co-workers and

managers as well as an opportunity to

explore meeting their needs.


True

False 29.03%

70.97%

0% 20% 40% 60% 80% 100%


True 70.97% 2

False 29.03%

Total 3


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Q22 I am skilled at expressing myself

honestly and authentically without

alienating co-workers or managers.


True

False 15.63%

84.38%

0% 20% 40% 60% 80% 100%


True 84.38% 2

False 15.63%

Total 3


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Q23 I don't take what others say about me

personally.


True

False 31.25%

68.75%

0% 20% 40% 60% 80% 100%


True 68.75% 2

False 31.25% 1

Total

3


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Q24 When a co-worker or manager does

something I don't like, I let them know

without using words that imply wrongness.


True

False 34.38%

65.63%

0% 20% 40% 60% 80% 100%


True 65.63% 2

False 34.38% 1

Total 3


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Q25 I do things for co-workers and/or

managers to meet my need to give and I do

so without strings attached.


True

False 6.67%

93.33%

0% 20% 40% 60% 80% 100%


True 93.33% 2

False 6.67%

Total 3


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Q26 I never do things for co-workers an/or

managers motivated out of fear or guilt.


True

False 40.63%

59.38%

0% 20% 40% 60% 80% 100%


True 59.38% 1

False 40.63% 1

Total

3


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Q27 When co-workers and/or managers are

speaking, I focus solely on what they're

saying and resist thinking instead of what I

will say next.


True

False

53.13%

46.88%

0% 20% 40% 60% 80% 100%


True 53.13% 1

False 46.88% 1

Total 3


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Q28 I don't need approval from co-workers

and/or managers in order to feel good about

myself.


True

False 21.88%

78.13%

0% 20% 40% 60% 80% 100%


True 78.13% 2

False 21.88%

Total 3


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Q30 I take responsibility for my feelings and

don't ever imply that others are the cause of

my feelings (e.g., "You make me so mad").


True

False 35.48%

64.52%

0% 20% 40% 60% 80% 100%


True 64.52% 2

False 35.48% 1

Total 3


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Q31 When I make mistakes, I don't berate

myself - instead I learn from my "mistakes"

and explore how I might act differently in the

future.


True

False 15.63%

84.38%

0% 20% 40% 60% 80% 100%


True 84.38% 2

False 15.63%

Total 3


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Q32 When co-workers and/or managers do

things I like, I don't offer praise - instead I

express my gratitude by letting them know

how their actions have contributed to my

life.


True

False

33.33%

66.67%

0% 20% 40% 60% 80% 100%


True 33.33% 1

False 66.67% 2

Total 3


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Q33 When I communicate with co-workers

and/or managers, I am consciously aware of

my intention and choice of words and how

these will affect the quality of connection I

have with others.


True

False 15.63%

84.38%

0% 20% 40% 60% 80% 100%


True 84.38% 2

False 15.63%

Total 3


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Q34 Our companys current communication

system needs no improvement.


True

False

15.63%

84.38%

0% 20% 40% 60% 80% 100%


True 15.63%

False 84.38% 2

Total

3


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Q35 I understand all the aspects of our

current communication system.


True

False

48.39%

51.61%

0% 20% 40% 60% 80% 100%


True 48.39% 1

False 51.61% 1

Total

3


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Q36 I received proper training on how to

effectively communicate with co-workers

and/or managers.


True

False

50%

50%

0% 20% 40% 60% 80% 100%


True 50% 1

False 50% 1

Total 3


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Q37 I believe there is some level of

communication disconnect between other

co-workers and/or managers.


True

False 12.50%

87.50%

0% 20% 40% 60% 80% 100%


True 87.50% 2

False 12.50%

Total 3


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Q38 Communication is more effective and

organized here than any other organization

I have ever worked at.


True

False

43.33%

56.67%


True 43.33% 13

False 56.67% 17

Total 30


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Appendix III: Blank Survey

1.Are you male or female?

mlj Male

mlj Female

2.Are you a non-manager or manager?

mlj Nonmanager

mlj Manager

3.How long have you worked for the organization?

mlj 05 Years

mlj 610 Years

mlj 1115 Years

mlj 15+ Years

4.About how many times per day would you say you communicate with someone in the

organization?

mlj 010 Times

mlj 1120 Times

mlj 2130 Times

mlj 3140 Times

mlj 4150 Times

mlj 50+ Times

5.How many times in a typical day do you communicate with someone in the office face toface?

mlj 010 Times

mlj 1120 Times

mlj 2130 Times

mlj 3140 Times

mlj 4150 Times

mlj 50+ Times


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6.In a typical day how many times do you communicate with someone in the office via e-mail?

mlj 010 Times

mlj 1120 Times

mlj 2130 Times

mlj 3140 Times

mlj 4150 Times

mlj 50+ Times

7.In a typical day how many times do you communicate with someone in the office via

telephone (mobile phone included)?

mlj 010 Times

mlj 1120 Times

mlj 2130 Times

mlj 3140 Times

mlj 4150 Times

mlj 50+ Times

8.On a typical day how many times do you communicate with someone in the office using other

forms of communication such as texting, social networking, etc?

mlj 010 Times

mlj 1120 Times

mlj 2130 Times

mlj 3140 Times

mlj 4150 Times

mlj 50+ Times

9.I believe that we communicate effectively as an office.

fec True

fec False

10.I feel comfortable going to my supervisor when I experience communication conflict.

mlj True

mlj False

11.I feel good about my communication exchanges with my co-workers and/ormanagers.

mlj True

mlj False


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12.I am clear about what I want back from others when I speak.

mlj True

mlj False

13.I am willing to reveal my vulnerability and don't see vulnerability as weakness.

mlj True

mlj False

14.Others are willing to reveal their vulnerability in my presence.

mlj True

mlj False

15.I receive feedback from others that they feel heard when I listen.

mlj True

mlj False

16.I am as interested in meeting the needs of other co-workers and managers as I am inmeeting

my own needs.

mlj True

mlj False

17.When I ask people to do things for me, I am open to hearing "no" from them.

mlj True

mlj False

18.I don't interpret a "no" from co-workers and/or managers as a rejection.

mlj True

mlj False

19.I never try to make others feel guilty if they don't do as I like.

mlj True

mlj False

20.I am able to transform my anger into a positive force that will meet my needs without it being at

the expense of others needs.

mlj True

mlj False


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21.I view conflict as an opportunity to better understand my co-workers and managers as well as

an opportunity to explore meeting their needs.

mlj True

mlj False

22.I am skilled at expressing myself honestly and authentically without alienating co-workersor managers.

mlj True

mlj False

23.I don't take what others say about me personally.

mlj True

mlj False

24.When a co-worker or manager does something I don't like, I let them know withoutusingwords that imply wrongness.

mlj True

mlj False

25.I do things for co-workers and/or managers to meet my need to give and I do so without

strings attached.

mlj True

mlj False

26.I never do things for co-workers an/or managers motivated out of fear or guilt.

mlj True

mlj False

27.When co-workers and/or managers are speaking, I focus solely on what they're sayingand

resist thinking instead of what I will say next.

mlj True

mlj False

28.I don't need approval from co-workers and/or managers in order to feel good aboutmyself.

mlj True

mlj False


58/60

29.When speaking with co-workers and/or managers about things that matter to me, Imake

clear reference to my needs and values.

mlj True

mlj False

30.I take responsibility for my feelings and don't ever imply that others are the cause of myfeelings(e.g., "You make me so mad").

mlj True

mlj False

31.When I make mistakes, I don't berate myself - instead I learn from my "mistakes" andexplore

how I might act differently in the future.

mlj True

mlj False

32.When co-workers and/or managers do things I like, I don't offer praise - instead I express my

gratitude by letting them know how their actions have contributed to my life.

mlj True

mlj False

33.When I communicate with co-workers and/or managers, I am consciously aware of myintention

and choice of words and how these will affect the quality of connection I havewith others.

mlj True

mlj False

34.Our companyscurrent communication system needs no improvement.

mlj True

mlj False

35.I understand all the aspects of our current communication system.

mlj True

mlj False

36.I received proper training on how to effectively communicate with co-workers and/or

managers.

mlj True

mlj False


59/60

37.I believe there is some level of communication disconnect between other co-workers

and/or managers.

mlj True

mlj False

38.Communication is more effective and organized here than any other organization I have

ever worked at.

mlj True

mlj False

39.Please provide any additional comments on the current communication system andhow

you feel it could be improved.


60/60


References

Conrad, C., & Poole, M. S. (2012). Strategic organizational communication. (7th ed., pp. 344-

345). Belmont, CA: Wadsworth.

Downs, C. W., & Adrian, A. D. (2004).Assessing organizational communication, strategic

communication audits. (p. 3). New York: The Guilford Press.

Parsons, M., & Urbanski, S. (2012). Recognizing Dysfunctional Communications a Means of

Improving Organizational Practices. Online Journal Of Communication & Media

Technologies, 2(4), p. 158.

**Department X website consulted but not listed due to being password protected and only

allowed to be viewed by clients and employees of Department X.**

Date post:	02-Jun-2018
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Communication Audit Report

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