JOURNAL OF INFORMATION, KNOWLEDGE AND RESEARCH IN COMPUTER ENGINEERING ISSN: 0975 6760| NOV 11 TO OCT 12 | VOLUME 02, ISSUE - 01 Page 136 TECHNOLOGY BASED EMPIRICAL DYNAMISM IN ORGANIZATIONAL COMMUNICATION CLIMATE (A c organizations) 1 ARVIND KUMAR BHATT, 2 DURGA PRASAD SHARMA 1 PhD Scholar, S. Gyan Vihar University, Jaipur , 2 Professor, CS & IT, AMIT, AMU, under UNDP, [email protected], [email protected]ABSTRACT: The research is conducted to examine the usage of communication technology and the co the three organizations Arba Minch, Gamo Gofa zone, Ethiopia. Further the research considers secondary sources of Information of organization in developed countries like USA and examines the effective use of technology based communication climate. The comparative analysis i.e. primary information of developing country versus secondary information of developed country organizations has been done. The research shows that there is awareness about the communication technologies among the respondents and also there is acceptance that use of technology is helpful and effective in comparison of other interpersonal communication. The usage of the communication technology for interpersonal communication is not effective in comparison of developed nation organizations. Although the organizations is having technological tools like internet, intranet, desktops and other handheld devices at different level of management, but not frequently used for internal communication amongst all level of the organization. The most common reason is the staff is not having the necessary skills and another reason is disinclination of the organization to adopt or upgrade the latest tools and technology for communication. There is closed communication climate in the organizations because employees do not feel free to discuss the official or personal issues with their colleagues and employees do not receive any information, which is necessary to perform their professional task through communication technology. Key words: Internal Communication, Communication Technology, Communication Climate INTRODUCTION: Business communication is the comprehensive, contemporary approach to communication for all types of the organizations whether it is public or private, large or small. The success of the organization is dependent on the communication effectiveness both internally and externally. Technology is increasing in our society and globally thus the need for communication efficiency become more crucial. Technology based approach contains the latest information regarding the technology of communication. The greatest challenge of today for the organizations is the proper use of technology. In business setting to communicate effectively, organizations must be familiar and ease with technology. Business process management (BPM) serves as the master management layer controlling processes in applications in "enterprises" with which it is integrated. It lets business users design processes, allows IT to execute them, uses business activity monitoring tools to monitor them in marketing, project management, production, and uses simulation/optimization tools to test and upgrade them. While still integration-intensive, BPM promises to make business more agile, productive, innovative, and customer-responsive on the track of Converging management and Technology. Managerial and technological aspects have emerged, as an important yet insufficiently understood area of convergence. This paper develops new understandings in this area from a managerial constructionist perspective by using narratives elicited from technology-based management to explore their implementation experiences. The whole contents of paper are the emergent management in the technology-based organizations. The study develops a framework for analyzing convergence through in-depth analysis of converging management experiences by using discourse analysis. 'Electronic management' is the term that is being used as a synonym to describe an IT driven system of business management and administration that works better, costs less and is capable of servicing the target users needs as never before. Recognizing the enormous potential of IT, major initiatives are being planned by most organizations in developed countries. Ethiopia is one of the back-runners in the use of IT in organizations. It is the intention of the
Transcript
JOURNAL OF INFORMATION, KNOWLEDGE AND RESEARCH INCOMPUTER ENGINEERING
ISSN: 0975 6760| NOV 11 TO OCT 12 | VOLUME 02, ISSUE - 01 Page 136
TECHNOLOGY BASED EMPIRICAL DYNAMISM INORGANIZATIONAL COMMUNICATION CLIMATE
(A corganizations)
1 ARVIND KUMAR BHATT, 2 DURGA PRASAD SHARMA
1 PhD Scholar, S. Gyan Vihar University, Jaipur ,2 Professor, CS & IT, AMIT, AMU, under UNDP,
ABSTRACT: The research is conducted to examine the usage of communication technology and thecothe three organizations Arba Minch, Gamo Gofa zone, Ethiopia. Further the research considers secondarysources of Information of organization in developed countries like USA and examines the effective use oftechnology based communication climate. The comparative analysis i.e. primary information of developingcountry versus secondary information of developed country organizations has been done. The research showsthat there is awareness about the communication technologies among the respondents and also there isacceptance that use of technology is helpful and effective in comparison of other interpersonal communication.The usage of the communication technology for interpersonal communication is not effective in comparison ofdeveloped nation organizations. Although the organizations is having technological tools like internet, intranet,desktops and other handheld devices at different level of management, but not frequently used for internalcommunication amongst all level of the organization. The most common reason is the staff is not having thenecessary skills and another reason is disinclination of the organization to adopt or upgrade the latest tools andtechnology for communication. There is closed communication climate in the organizations because employeesdo not feel free to discuss the official or personal issues with their colleagues and employees do not receive anyinformation, which is necessary to perform their professional task through communication technology.
Key words: Internal Communication, Communication Technology, Communication Climate
INTRODUCTION:Business communication is the comprehensive,contemporary approach to communication for alltypes of the organizations whether it is public orprivate, large or small. The success of theorganization is dependent on the communicationeffectiveness both internally and externally.Technology is increasing in our society and globallythus the need for communication efficiency becomemore crucial. Technology based approach containsthe latest information regarding the technology ofcommunication. The greatest challenge of today forthe organizations is the proper use of technology. Inbusiness setting to communicate effectively,organizations must be familiar and ease withtechnology.Business process management (BPM) serves as themaster management layer controlling processes inapplications in "enterprises" with which it isintegrated. It lets business users design processes,allows IT to execute them, uses business activitymonitoring tools to monitor them in marketing,project management, production, and usessimulation/optimization tools to test and upgradethem. While still integration-intensive, BPM
promises to make business more agile, productive,innovative, and customer-responsive on the track ofConverging management and Technology.Managerial and technological aspects have emerged,as an important yet insufficiently understood area ofconvergence. This paper develops newunderstandings in this area from a managerialconstructionist perspective by using narrativeselicited from technology-based management toexplore their implementation experiences. The wholecontents of paper are the emergent management inthe technology-based organizations. The studydevelops a framework for analyzing convergencethrough in-depth analysis of converging managementexperiences by using discourse analysis.'Electronic management' is the term that is being usedas a synonym to describe an IT driven system ofbusiness management and administration that worksbetter, costs less and is capable of servicing the targetusers needs as never before. Recognizing theenormous potential of IT, major initiatives are beingplanned by most organizations in developedcountries. Ethiopia is one of the back-runners in theuse of IT in organizations. It is the intention of the
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organization study to consolidate its efforts and tofocus its energies to leverage the benefits of IT forthe benefit of its stakeholders.An information bomb is exploding in our midst,showering us with shrapnel of images and drasticallychanging the way each of us perceives and acts uponour changing world. In shifting from a second waveto third wave info sphere, we are transforming ourown psyches. In altering the info-sphere soprofoundly, we are destined to transform our ownminds as well, the way we think about our problems,the way we synthesize information, the way weanticipate the consequences of our own actions. Weare likely to change the role of IT literacy in our livesof organization. We may even alter our organizationalbrain chemistry.The success of any organization depends on itseffective communication culture at all levels ofmanagement irrespective of protocols privileges andrights. It is mandatory that an effective downwardand upward communication between superiors andsubordinates is now getting changed in new crosscultural environment where the bureaucraticmanagement flavour is now diluting. Moreover, ahealthy communication environment should becreated among the peer groups. This leads to a hi-tech open communication climate in an organization.An open climate is essential for the smoothfunctioning of any enterprise. Thus, a conducivework environment can be created which helpstowards fulfilling the objectives of the organization.Thus, a good communication climate is vital for thesurvival of an organization in a very crucial,competitive and global environment.REVIEW OF THE LITERATUREWe all human beings depend on good communicationfor much of our social and physical survival. Thesuccess of the organization also depends on effective
to the environment is much better equipped to
(Brien O Reilly, fortune1994)Communication is the process of people sharingthoughts, ideas, and feelings with each other in
Hamilton andParker (1987)Bovee and Thill (2000) defined communication as
They distinguished communication and effectivecommunication. According to Bovee and Thill,effective communication occurs when individualsachieve a shared understanding, stimulate others totake actions, and encourage people to think in newways.Organization member spend much of their time incommunicating. A study indicates that 5 percent ofsuch communication involves writing, 10 percentreading, 35 percent talking and 50 percent listening(Aurelius A. Abbatiello and Robert T. Bidstrup,1969). An organization must be able to communicate
effectively with its environment and failure to do socan be very costly. John B. Lawson of Philco
r communicationscosts companies billions a year in ill conceived action
.
superior communication practices. Peter andWaterman cite 3M, Texas Instruments, DeltaAirlines, Walt Disney Productions, Hewlett-Packardand United Airlines as superior examples. (Thomas J.Peters and Robert H, Walterman, 1982)Business communication is the communication thatit includes interpersonal communication andorganizational communication. Interpersonalcommunication is the process of conveying
communications- talk back and forth within theorganization, up and down the hierarchy will be more
externalcommunication. It is the free flow of informationinside the company that enables to identify and attackproblems fast, say, when customer servicerepresentatives first get an earful glitch, or salesmen
Faye Rice,fortune,1991)
OrganizationTechnology has become such a part of our everydaylives which make more convenient our lifestyle.Technological developments have eliminated twogreat impediments to communication- time anddistance. Some most dramatic changes have occurredin communication and information technology,which, of course had a major impact on thecommunication within the office. Christopher H.bunting, continental PIR Communication chairmanand CEO, belief that leading companies place a highpriority on both internal and external communication.There are hundreds of communications and
information technology tools and software programsthat aid the communication process. From planningand developing to information gathering, analyzingand organizing, writing and editing, presenting,storing, and distributing or sharing, technologicaltools can simplify and expedite the process. Thesetools can aid in preparing a written communication,such as letter, memo, or report, an oral presentationor any other type of communication project whetherwe are working on an individual project or groupproject.
Computer-Mediated CommunicationComputer-mediated communication (CMC) is ageneric term outlined in the literature as any one, orcombination of, a set of telecommunicationstechnologies including electronic mail, listservs,newsgroups, bulletin boards, and more recently, webpages (Strate, Jacobson, & Gibson, 1996; Herring,1996). Computer-mediated communication denotes
via a telecommunications network linking computers
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and people. In describing the characteristics ofelectronic mail, Garton and Wellman (1995) providea reference list that is generally congruous with otherforms of computer-mediated communication:asynchrony; rapid transmission and reply; textualnature; dyadic and multiple connections; and,capability for storage and manipulation of messages.Newer forms of computer-mediated communicationare distinguished from older forms of computermediated communication by their capacity to providea richer sense of community and socially produced
identities, relationships, and behavioral normsbecause of the increasing ease of use andaccessibility of computer-mediated communication(Chenault,1998; Jones, 1995; Pew Research Centerfor The People & The Press, 1999).Computer-mediated communication technologychanges rapidly. For practical research purposes, anylag longer than twelve to eighteen months isequivalent to a new generation of hardware andsoftware, which often translates into studying acomputer mediated communication system that nolonger has empirical relevance. For example, a 1993study of an e-mail system by the author focused on acumbersome mainframe application (IBMOfficeVision) that has since been replaced (twice)with client-server email applications (Langhorst,1993). The new e-mail system (Eudora Pro) issignificantly different in ease of use, connectivity,and functional usefulness. More importantly, theorganizational setting in which the e-mail system is
into a computer-mediated communication communitythat is now dependent on the tool to conduct dailybusiness. A new study would be a different study.The notion of rapid technological obsolescence is notnew; the rate of change is likely to increase in thenear future.Some attributes of computer-meditatedcommunication abate organizational constraints,while other attributes impose new ones (Rice, 1990).For example, computer-mediated communication canbe used to overcome temporal and proximityconstraints to organizational communication throughasynchrony and wide area networking. By supportingcollegial communication relationships, computer-mediated communication may contribute to increasedsocial cohesion and healthier psychological climateswithin higher education organizations (Odden & Sias,1997). Yet computer mediated communication tendsto impose some social constraints not encountered inface-to-face communication; the textual nature ofcomputer-mediated communication limits non-verbal, contextual cues for both the sender andreceiver, thereby restricting the emotive significanceof some messages (Rice, 1990; Kiesler and Sproull,1992). By displacing social activity and strongpersonal ties with weak personal ties, computer
mediated communication may actually reduce socialinvolvement and psychological wellbeing(Kraut, et.al., 1998). On the other hand, lack of contextual cuestends to reduce social inhibitions in groupcommunications, and invites participation by those
-to-faceexchange, resulting in greater equality ofparticipation (Bordia, 1997).OBJECTIVES OF THE STUDYThe objectives of the study are as follows;General Objectives:The general objective of the research is to comparethe technology commonly used in the developednations and in developing country. It is recognisedthat most managers spend between 50% and 80% oftheir time in communicating. Whilst the content ofthis communication may be important in getting themanagement job done. The sole objective of thisresearch is focused upon the integration of IT basedcommunication systems in managerial activities forphenomenon success in effective management.Specific Objectives:1. Identification and assessment of existingcommunication climate in the selected organizationsin developing countries.2. Identification and assessment of existingcommunication infrastructure in the organizations.3. Evaluation of effective utilization and deploymentof communication tools and technologies4. Comparative analysis of technological usage anddeployment in the organization of developed anddeveloping countries.5. Critical analysis of roles of communication toolsand technologies towards the dynamism ofcontemporary communication climate changes in thedeveloped versus developing organizations.RESEARCH METHODOLOGYThe research methodology includes both qualitativeand quantitative research methodologies throughsurveys of the existing systems used in the industryand literature reviews of published work related tothe topic. Data required for the research werecollected from various governmental organizations,observation, and secondary data collection. Theproposed systems performance will be tested byvarious data sets to achieve optimal solutions.The data for the study were collected fromemployees/associates of three service sectororganizations at Arba Minch, Ethiopia; CommercialBank of Ethiopia, Ethiopian TelecommunicationsCorporation and Ethiopian Insurance Corporationthrough questionnaire. The sample frame comprises97 employees from the above organizations. Asample size of 50 employees/associates was collectedat randomly.Secondary data of developed country was conductedthrough the secondary data, journals, recentlypublished papers and related magazines and articles.Hypothesis testing was be done with the help of Chi-square.
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Data Analysis and InterpretationMajority of the respondents are male 70%.maximumof the respondents are in the age group of 20-30(58%) and work experience of the respondentsfrequency fall in the category of 6-10that is (38%).
The profile of the respondents are: 16% Managers,12% Assistant Manager, 10% accountants, 28 %Clerks, 22% Customer Service and 12% areSupervisors. The majority of the respondents areclerks and customer service executives and minoritiesof the respondents are accountants and the averagefrequency is in the category of managers, assistantmanager and supervisors.
The graph shows that only 16% respondents usecommunication technology to communicate withcolleagues for their official work which is the leastpurpose of using technology among the employees.Total 24% of the respondent use to take theinformation and upgrade their knowledge. 18% usetechnology to have access with social sites. Themajority of the respondents use the technology tocommunicate with friend for other purposes.Communicating with friends have maximumfrequency of 42% among the respondents.
According to graph 72% respondents there is nonecessary skill with the employees of theorganization to use the communication technology,and minority of the respondents (20%) belief thatorganizational employees is having necessary skill touse the technology.
58% of the employee do not discuss freely the issueswith their officials , 32% employee are neither agreenor disagree and only 6% of employees says theyhave freedom to discuss the issues with the officials.Graph shows there is closed communication climatewith officials especially through communicationtechnology.
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response (70%)shows that there is no effective use of the technologywhen it is compare to developed countriesorganizations. 30% of the responses indicates that theeffective use of the technology is same as in
58% of the responses show that employees do notreceive professional information, which is necessaryto perform the professional tasks. 20% of theresponse shows that employees receive the necessaryto perform their professional tasks through thecommunication technology.CONCLUSIONSAwareness of the technology is there among all theemployees but technology is used in the limitedlevels at managers and assistant managers. Other jobcategories are not much familiar with use oftechnology for interpersonal communication. Only16% of the communication through the technology isdone for the internal communication in theorganizations. Other employees use thecommunication technology for other purposes.Factors that affect the technological communicationclimate are the employees not having the necessaryskills and motivation to use such tools andtechnology. Another reason is disinclination of theorganization to adopt or upgrade the latest tools andtechnology for communication. Traditionalmethodology is used to communicate the informationto the subordinates and vice versa. There is closedcommunication climate in the organizations becauseemployees do not feel free to discuss the official orpersonal issues with their colleagues and employeesdo not receive any information, which is necessary toperform their professional task throughcommunication technology. This study clearlyindicates that oorganizations must enhancetechnology based communication for internalcommunication by;a) Providing them necessary skills to use thetechnological tools by providing training programs.b) Encouraging them to use the technologicaltools for internal communication.
c) Providing information to perform the jobthrough the technology based communicationd) Providing ample opportunity to consult witheach other in different departments.The less experienced employees and the newlyrecruits should be provided with more orientationprograms so that they will be motivated to contributemore. Employees should be motivated and committedto take additional tasks and responsibilities. Specialcare and Attention should be taken in this regard bythe organizations and by the policy makers. Majorityof the employees in the organizations perform onlymedium level of communication climate. Onlymanagers and assistant managers have a high levelcommunication environment. Since majority is in themedium level it is easy to transition them to the highlevel by providing orientation programs on effectivecommunication to achieve organizational success.Female employees should be empowered and shouldbe given participation in each level of organizationalactivity. In this sense technology gives better supportto the females. Those factors which are categorizedas high level of communication climate should beretained by the suggestive measures should beimplemented by each organizations depending upontheir policies, rules and the types of governance.Finally it is observed that developing countriesorganizations like Ethiopia are still not able to fullyexploit the power of technology in their internalcommunication. Still they are using traditional filesystems. They have the sufficient IT infrastructurewith them but awareness and poor implementationmechanism still putting them in a crucial situation ofunder utilized of IT resources. However on the otherside developed countries like USA exploiting their ITinfrastructure with full potential. A new divide
in developing countries; which is not a good indicatorfor their sustainable development.REFERENCES1. Adler Ronald. B, Jeanne Marquardt Elmhorst,Communicating at Work: Principles and Practices forBusiness and Professions, Seventh Edition, NewYork: McGraw Hill, 2002.2. Bovee, Courtland.L, Thill, John.V, BusinessCommunication Today, Fifth Edition, New Jersey:Prentice Hall,2000.3. Charles Conrad, Strategic OrganizationalCommunication: Cultures, Situations, and Adaptation(New York: Holt, Rinehart & Winston, 1985), p.26.4. Charles Redding. W, Communication within theOrganization (New York: Industrial Council, 1992),p 1075.
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7. Aurelius A. Abbatiello and Robert T. Bidstrup,-593
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research agenda. Brand Management, 14, 1/2, 196206.25. Khanfar, M. (2007). Visionary Approaches toManagement of Corporate Communication Strategyand Its Implications. The Business Review -Cambridge, 8, 2, 198-207.26. Lau, K. N., Lee, K. H., Ho, V., Lam, P. Y.(2004). Mining the web for business intelligence:Homepage analysis in the internet era. Journal ofDatabase Marketing & Customer StrategyManagement, 12, 1, 32-54.27. Marchionini, G. (2006). Communications of theACM , 49, 4, 41-46.28. Melewar, T. C. and Karaosmanoglu, E. (2006).Seven dimensions of corporate identity: A
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International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
TECHNOLOGY BASED TRANSFORMATIONS IN ORGANIZATIONALINTERNAL COMMUNICATION
Arvind Kumar Bhatt1, Durga Prasad Sharma2,
ABSTRACT
The study considers impact of training on internal organizational communications as animportant organizational factor that has an impact on employee command on theinternal communication tools. It incorporatesthree dimension i.e. communication climate,formal and informal communications. In the study the data was collected, to measure theimpact of training on the above three dimensions of organizational communications,especially from the employees of Commercial bank of Ethiopia, Ethiopian insurancecompany and Tele-corporation of Ethiopia. The results clearly indicate that there issignificant impact of training on all dimensions of communications. 62% employeesresponded that they are not facilitated with the refresher course and training to cope upwith technical changes in organizational work culture and communication. Employeeswish to be technology savvy but they are not getting the basic awareness training for suchchanges however sufficient tools and technologies are already there in the organizations.It is also observed that 38% employees having training and they are utilizing thetechnological tools effectively and perform their communication tasks efficiently andeffectively.
INTRODUCTIONCommunication is the key to bring people together at one place to make it a workplace. Aworkplace is formed when people work together for a specific purpose andthat work isimpossible without having communicationamong working people. Such type of communicationisknown as organizational communication, and refers tothe communications and interactionsamongorganizational members: managers and non-managerialemployees.As a resultconvenienceand availability considerations have led to new technologies inaudiovisual data transferbecoming increasingly attractive to the employees and potential clients.Theorganizationalcommunication is crucial to get involvedinto better relationships within an organization,totransmit information, to have trust on and cooperationwith each other, to understand and co-ordinate the work,to improve communication climate and learning, andhence to increase overallworkplace satisfaction. The organizationalcommunication may be mostly effective or it canbemainly ineffective, and can definitely affect employee internal communication.The development of new information and communication technologies has made an impact onthe field of organizations communication among employees. New tools have made borderlesscommunication possible. They facilitate human interaction more speedy with the cost effectivemanner. But at the same time create new challenges for employees if they do not have proper
1. PhD Scholar, Suresh GyanVihar University, Jaipur2. Professor, CS & IT, AMIT, AMU under UNDP
International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
training and command over the software. Over the lastfew years the use of new types of tools areintroduce for the smooth communication among the employees (internal communication) andoutside world ( External Communication).New technical, information and communicationtechnologies and the workforce changes associated with them can support and drive innovativework practice, improve care processes, and impact on efficiency and productivity. There are alsopositive impacts as well as challenges for staff, including the need for enhanced training.Introducing new technologies does not guarantee positive outcomes. Simultaneous developmentsin leadership, financial resources, personal and organizational relationships, engagement withpatients and families, care coordination and staff development are needed. There is also a need toconsider how the workforce needs to develop to gain most potential from new technologies. Themost important question to address may not be how are staffs currently being reorganized in thewake of new technologies, but rather how should staff best be deployed to take full advantage ofthe potential available.Literature Review:
Today, organizational communication is more complex due to communication mediaand high speed transmission. Organizational communication is a dynamic process and involvescomplex communication techniques, networks and channels. It does not involve only upward anddownward communication, but managers and employees communicate with each other invarious ways at different levels. It may be the formal or informal, verbal or non-verbal, writtenor oral; and its levels include interpersonal (or face to face)-level communication betweenindividuals, group-level communication among teams, groups and units, and organizational-levelcommunications involves vision and mission, policies, new initiatives, and organizationalKnowledge and performance. All the directions and flows of organizational communications arecombined into a variety of patterns called communication networks. Communication plays avital role in designing rules, regulations and responsibilities, and presenting to the members ofthe organmanagerial control, provide workers with job instruction, and enable managers gather
managerialfunctions. Mangers and communication specialists first develop strategies to achieve goals,construct relevant massages and then transmit through different channels for conversations withemployees and workers. Poor planning may be the result of poor communication and it alwaysresults in the failure of the accomplishment of the goals which becomes the reason fordissatisfaction at workplace. Similarly, if employees are not told about organizational strategiesand their responsibilities, they cannot perform effectively. Employees need to understand andcoordinate their work activities; but if information is poorly communicated to them or they lackto communicate themselves, they cannot understand the task which leads to the confusion and tothe job not being done or not completed properly. Therefore, poor communication decreasestheir communication with the work.As people work together they develop some importantformal and informal relationships witheach other. Allpeople are of different personalities and natures, theirthinking, perception, andviewpoints are also different.They cannot understand each other until and unless theyeffectively
inmanagement practice is the human dimension. In goodtimes or bad, there seems to be little realunderstandingof the relationships between managers, amongemployees, and interactions betweenthe two. Whenthere are problems, everyone acknowledges that thecause often is acommunication problem. People want open communication channelsand a system of commonunderstanding.
International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
Easterby-Smith et al. (1999, p.3-8) divides the literature on OL into two significantdistinctionsbetween OL school of thoughts. One follows the social view while the other followsthe technicalview:Social Perspective: Easterby-Smith et al. (1999, p.3-8) explain that socialperspectiveemphasizes on how people make senses of experiences at work obtained eitherthrough explicitsources or tacit sources. In this view, learning can be seen as a process of socialinteractions. Threedominating schools of thoughts contributed largely to the social perspective oforganizational learning are to see it as a socially contracted, a political process and a culturalartifact.Technical Perspective: The technical view assumes that organizational learning is about theeffective processing,interpretation of, and response to information both inside and outside theorganization. Suchinformation can be in both qualitative and quantitative term but it is explicit in
-looplearning anddouble-loop learning. Single-loop learning (SLL) is an incremental and low-levellearning whichoccurs when errors in processes are detected and corrected encouraging the firmsto continue withtheir current policies and goals. Whereas, Double-loop learning (DLL) is aradical and high-levellearning which occurs when error is detected and corrected in the way thatforces the firm to modifyits norms, procedures, policies and goals? Further, Levinthal & March
the competing goals ofdeveloping new knowledge (exploration) and exploiting currentcompetencies (exploitation) in theface of dynamic tendencies to emphasize one or another.Thrust area and Objective of the study: The sole objective of this research is focused on theimpact of technology training on communication tools to support managerial activities forphenomenon success in effective internal communication. To achieve goal the specific objectiveswere formulated. Further the research paper focused on to achieve the following- Identificationand assessment of existing communication infrastructure in the organizations, Evaluation ofeffective utilization and deployment of communication tools and technologies, Analysis ofinternal communication technological usage and deployment in the organization and finallyCritical analysis and evaluationof impact of technology training and awareness facilities intransforming the organization communication culture.Research MethodologyThe research methodology includes both qualitative and quantitative research methodologiesthrough surveys of the existing systems used in the industry and literature reviews of publishedwork related to the topic. Data required for the research were collected from variousgovernmental organizations, observation, and secondary data collection. The proposed systemsperformance has been tested by various data sets to achieve optimal solutions.The data for the study were collected from employees/associates of three service sectororganizations at Ethiopia; Commercial Bank of Ethiopia, Ethiopian TelecommunicationsCorporation and Ethiopian Insurance Corporation. The sample frame comprises 97 employeesfrom the above organizations. A sample size of 50 employees/associates was collected atrandomly.The collected data from the three major organizations in Ethiopia were collected, coded andentered for analysis purpose through SPSS16 (a statistics tool). SPSS16 were used to analyze thecollected data. The analyzed parts were presented in data analysis and interpretation with the useof table and percentage. Also the researcher presented the data graphs of all tabulated table to getclear insight of the data for the interpretation.Results and Discussions
International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
Majority of the respondents are male that is 70%. Maximum of the respondents are in the agegroup of 20-falls in the category of 6-10 years that is 38%.
The 76% of the respondents are having degree. 16% of the respondents are having diploma and8% of the respondents are having certificate as their educational background. The majority of therespondent is having degree and certificate holders are in the minority.
JOB CATEGORY OF THE RESPONDENTS
Frequency Percent Valid PercentCumulative
Percent
MANAGER 8 16.0 16.0 16.0
ASSISTANT MANAGER 6 12.0 12.0 28.0
ACCOUNTANT 5 10.0 10.0 38.0
CLERK 14 28.0 28.0 66.0
CUSTOMER SERVICE 11 22.0 22.0 88.0
SUPERVISOR 6 12.0 12.0 100.0
Total 50 100.0 100.0
The respondents consists of 16% Managers, 12% Assistant Manager, 10% accountants, 28 %Clerks, 22% Customer Service and 12% are Supervisors. The majority of the respondents areclerks and customer service executives and minorities of the respondents are accountants and theaverage frequency is in the category of managers, assistant manager and supervisors.
International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
All the respondents with irrespective of the job categories are having the awareness of thecommunication technology. 100% of the respondents are aware of the communicationtechnology used for the internal communication.
TECHNOLOGY IS HELPFUL FOR EFFECTIVE COMMUNICATION
Frequency Percent Valid Percent Cumulative Percent
YES 50 100.0 100.0 100.0The entire respondents believe that technology is helpful for the effective communication. 100%of the respondent irrespective of their job categories accepts that technology is very much helpfulfor the effective communication.
International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
RESPONDENTS FREQUENCY OF USING COMMUNICATION TECHNOLOGY
Frequency Percent Valid Percent Cumulative Percent
DAILY 36 72.0 72.0 72.0RARELY 4 8.0 8.0 80.0ONCE IN A WEEK 7 14.0 14.0 94.0SOMETIMES WHEN NEEDARISES 3 6.0 6.0 100.0
Total 50 100.0 100.072% of the respondents use communication daily, 14% of the respondents use technology
once in a week, 8% of the respondents use rarely and 6% respondents use it sometimes whenneed arises. Here data indicates that maximum respondent use the communication daily or oncein a week and 14% of the respondents use the technology rarely or sometimes when need arises.
JOB CATEGORY OF THE RESPONDENT * RESPONDENT FREQUENCY OFUSING TECHNOLOGY
% within JOB CATEGORYOF THE RESPONDENT 80.0% .0% .0% 20.0% 100.0%
CLERKCount 13 0 1 0 14
% within JOB CATEGORYOF THE RESPONDENT 92.9% .0% 7.1% .0% 100.0%
CUSTOMER
SERVICE
Count 6 1 3 1 11% within JOB CATEGORY
OF THE RESPONDENT54.5% 9.1% 27.3% 9.1% 100.0%
SUPERVISORCount 0 3 3 0 6
% within JOB CATEGORYOF THE RESPONDENT
.0% 50.0% 50.0% .0% 100.0%
TotalCount 36 4 7 3 50
% within JOB CATEGORYOF THE RESPONDENT 72.0% 8.0% 14.0% 6.0% 100.0%
In order to find out which job category uses the most frequently technology, a cross tabulationwas used 100% managers use communication technology daily, among the Assistant managersof the organizations 83.3 % uses the technology daily and 16.7% use sometimes when needarises. Among the accountants 80% use technology daily for communication and 20% usessometimes when there is a need. Among the clerks 92.9% use daily, 7.1 % use once in a week. Itis observed that 54% of the customer service, 9.1 %, 27.3% uses once in a week and 9.1% usescommunication technology when need arises. 50% of the supervisors rarely use thecommunication technology and 50% of them uses once in a week.The above cross tabulation shows that the use of the communication technology is maximum atthe job category of managers, assistant managers, accountants and clerks, responses is distributedamong the customer service executive, which is medium and least used at the supervisor levels.
PURPOSE OF THE USING TECHNOLOGY
Only 16% respondents use communication technology to communicate with colleagues for theirofficial work which is the least purpose of using technology among the employees. 24% of therespondents use the technology to take the information and upgrade their knowledge. 18% usetechnology to have access with social sites. The majority of the respondents use the technologyto communicate with friend for other purposes. Communicating with friends has maximumfrequency of 42% among the respondents.
International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
42% of the respondents are disagree with the statement and 8% of the respondents are stronglydisagree that technology is used widely for internal communication, whereas 14% respondentsstrongly agrees with the usage of technology in the their organizations.
EMPLOYEES HAS NECESSARY SKILLS TO USE TECHNOLOGY
Frequency Percent Valid Percent Cumulative PercentDISAGREE 36 72.0 72.0 72.0
NEITHER AGREE NORDISAGREE 2 4.0 4.0 76.0
AGREE 10 20.0 20.0 96.0
STRONGLY AGREE 2 4.0 4.0 100.0
Total 50 100.0 100.0
International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
According to 72% respondents there is no necessary skill with the employees of the organizationto use the communication technology, and minority of the respondents (20%) belief thatorganizational employees is having necessary skill to use the technology.
UPGRADATION OR ADOPT THE TECHNOLOGY WITH GROWING DEMAND AND
COMPETITION
Frequency Percent Valid Percent
Cumulative
Percent
DISAGREE 32 64.0 64.0 64.0
NEITHER AGREE NOR DISAGREE 2 4.0 4.0 68.0
AGREE 14 28.0 28.0 96.0
STRONGLY AGREE 2 4.0 4.0 100.0
Total 50 100.0 100.0
The majority of the respondents (64%) are disagree with the statement that organization upgradeor adopt the technology with the demand and competition. Respondent agree with statements are28% and 4% of the respondents are strongly agree that there is willingness of the organization toupgrade or adopt the technology.
EMPLOYEES ARE FACILITATED WITH REFRESHER COURSES AND TRAINING FORTHE ADOPTION OF NEW TECHNOLOGY
Frequency Percent Valid Percent Cumulative Percent
DISAGREE 31 62.0 62.0 62.0
AGREE 19 38.0 38.0 100.0
Total 50 100.0 100.0
International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
The respondents views are falling in two categories disagree and agree. Employees responseshows that majority of the responses 62% are disagree with facilities of courses and trainingprogramme when new technology is upgraded or adopted. 38% of the responses show there isfacilities provided refresher courses and training programs.
EMPLOYEES RECIEVES ALL PROFESSIONAL INFORMATIONNECESSARY TOPERFORM THEIR PROFESSIONAL TASKS
Frequency Percent Valid Percent Cumulative Percent
DISAGREE 29 58.0 58.0 58.0
NEITHER AGREE NORDISAGREE
10 20.0 20.0 78.0
AGREE 10 20.0 20.0 98.0
STRONGLY AGREE 1 2.0 2.0 100.0
Total 50 100.0 100.0
58% of the responses show that employees do not receive professional information, which isnecessary to perform the professional tasks. 20% of the response shows that employees receivethe necessary to perform their professional tasks through the communication technology.
Conclusions
Employees are aware but not skilled in communication technologies and same is responded.Among the respondents it is accepted that use of technology may transform the traditionalinternal communication culture to technology based communication culture. Study point out thatthe usage of the communication technology tools and techniques for interpersonalcommunication is not effective. Although the organizations are having technological tools likeinternet, intranet, desktops and other handheld devices at different level of management, but theyare not frequently used for internal communication amongst all levels of the management. The
International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
Another reason is disinclination of the organization to adopt or upgrade the latest tools andtechnology for communication. Observations justifies that employees do not receive anyinformation, which is necessary to perform their professional task through communicationtechnology. Further, the awareness of the technology is there among all the employees buttechnology is used in the limited levels at managers and assistant managers only. Other jobcategories are not much familiar with use of technology for interpersonal communication.Employees use the communication technology for other than communication purposes.Factorsthat affect the technological communication climate are the employees not having the necessaryskills and motivation to use such tools and technology. Another reason is disinclination of theorganization to adopt or upgrade the latest tools and technology for communication.Based on thisanalysis it is clearly observed that appropriate IT infrastructure with other supporting moderntools and technologies already exist in the organizations but lack of awareness and impropertraining processes are not allowing them to harness their full potential towards new paradigmshift in communication climate. Today we are living the world where anytime, anywhere via anydevice culture has already been adopted. Regardless of specialized high endtraining to
culture into reality.
References1.
2.on 14 April 2008 from http://www.e-papyrus.com/personal/orglrn.htmlAddison-WesleyCorp.
3. Broendsted and Elkjaer (
Slovenia, June 27-29 2001.4. Caillouet, R., & Watkins, A. (1996). Impression management strategies employees use
when discussing8, 211 227.
5. Chiva-
6. Cross, R. and Braid,
7. Easterby-Blackwell Oxford.
8. -based Knowledge Management to support
Technology & People, Vol. 20, Issue4.9. Effects of Organizational
The aim of this research is to evaluate the communication climate of employees inorganizations. This paper tries to identify the communication style in different organizations,and a comparison between organizations. A sample of 46 employees is selected at random forthe study. The analysis shows that 15% of the employees in these organizations have a highand open communication climate. It is proved through hypothesis testing that males andexperienced employees enjoy more communication opportunity than females and the lessexperienced employees respectively. It is concluded that there is less communication betweendifferent departments compared with other attributes, whereas each employee is well informedregarding their performance goals.
INTRODUCTION
The success of any organization depends on its effective communication through out the hierarchy. There mustbe an effective downward and upward communication between superiors and subordinates. Moreover a healthycommunication environment should also be created among the peer groups. This leads to an opencommunication climate in an organization. An open climate is essential for the smooth functioning of anyenterprise. Thus a conducive work environment can be created which helps towards fulfilling the objectives ofthe organization. Thus a good communication climate is vital for the survival of an organization.
The communication climate is determined by the atmosphere and attitude of an organization. Thecommunication climate has a definite effect on the attitudes and communication behaviour of organizationmembers. The climate can inspire confidence and trust in employees, encouraging them freely communicatetheir opinions and feelings; or it can inspire suspicion and lead to distorted communication (Charles Redding,1992). The nature and uses of communication in the excellent companies are remarkably different from those oftheir non excellent peers. The excellent companies are a vast network of informal, open communications (Petersand Waterman, 1982). The quality of upward communication often depends on the climate set by management.An open climate is one in which a supervisor encourages subordinates to �initiate communication on eitherpersonal or work related topics� and employees feel secure in what they communicate �even if the informationreflects negatively on themselves, their work, or their supervisor� (Conrad, 1985).
STATEMENT OF THE PROBLEM
The researchers observed the three organizations and could identify some common problems. In the absence ofan employee, no one is delegated to perform the task and responsibility. When any complaints are lodged, themessage is not timely passed on to the concerned staff that causes a delay in service to the customers. Thegrievances are not addressed due to lack of proper communication. Employees are also unwilling to takeadditional responsibilities. Thus employees are highly formal in their job and lack flexibility. Whereas in thehierarchical relationship there exists more informal relationship and there is a high degree of flexibility. Thehierarchy of superior-subordinate relationship is not that much predominant. Hence a paradox can be found herewhere employee relationship is not flexible whereas organizational relationship is flexible. In this limelight theresearchers attempted to identify the communication climate in organized sectors in ArbaMinch.
OBJECTIVES OF THE STUDY
The objectives of the study are as follows;To identify the level of communication climate in organized sector.
1) determine the important attributes that affects communication.
Review of Business and Technology Research, Vol. 1, No. 1, 2008 2
METHODOLOGY
The data for the study were collected from employees of three service sector organizations at ArbaMinch,Ethiopia; Commercial Bank of Ethiopia, Ethiopian Telecommunications Corporation and Ethiopian InsuranceCorporation. The sample frame comprises 78 employees from the above organizations. A sample size of 46employees are collected at random that includes 20 employees from Commercial Bank of Ethiopia, 20 samplesfrom Ethiopian Telecommunications Corporation and 6 employees from Ethiopian Insurance Corporation.Hypothesis testing is done with the help of Chi-square and Analysis of Variance (ANOVA).The level ofcommunication style in each organization is categorized as Low, Medium and High by using the formulaAverage S.D. Those with low level are considered as closed communication climate; medium as neitherclosed nor open; and high level is meant as open communication climate.
RESULTS AND DISCUSSIONS
I. COMMUNICATION CLIMATE IN ORGANIZATIONS
The average communication climate in all the organizations is 2.96. The standard deviation is 0.5. Thus the levelof communication among employees is as shown below;
15% of the employees have open communication climate. 72% of the employees have medium level ofcommunication. 13% of the employees have closed communication environment. This levels of communicationreveals that communication is not that much open among the employees in the organized sectors. The relationbetween gender and levels of communication in the organizations are as follows;Table No 1.2 Gender and communication climate
The average score for males (2.95) is less than the organization average (2.96); whereas the average score forfemales is 2.98 which is greater than the average. To test whether there is any gender difference incommunication the following table is prepared and tested.
22% of the male employees have high level of open communication climate which is greater than the average(15%). Only 6% of the females have open climate in the organization which is less than the average (15%). The
Review of Business and Technology Research, Vol. 1, No. 1, 2008 3
following hypothesis is thus framed and tested. Ho: Male employees enjoy more open communication climate inthe organized sector in Arbaminch than the female employees. The calculated value of 2 (2.45) is less than thetable value (5.99) at 5% confidence level with 2 degrees of freedom. Hence it is concluded that male employeesenjoy more communication climate than the female employees.
Communication climate of employees experienced 6-10 years and 11-15 years have an average which is higherthan the average (2.96). Employees experienced 1-5 years have an average of 2.89 which is less than the overallaverage. Thus to identify the relationship between the levels of communication and experience of employees,the following table is prepared.
86% of employees experienced 11-15 years and 83% of employees experienced more than 15 years havemedium level of communication which is greater than the average. 31% of the employees experienced 6-10years have high open communication climate. Ho: Employees experienced 6-10 years have more opencommunication than other experienced employees. The calculated value of 2 (6.22) is less than the table value(12.59) at 5% confidence level with 6 degrees of freedom. Thus it is concluded that employees experienced 6-10years have more open communication climate than other experienced employees in these organizations.To identify the consistency and reliability of communication ability in organizations the coefficient of variationis calculated. The factor with low coefficient of variation is highly consistent and reliable and vice versa.
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II. COMMUNICATION CLIMATE IN COMMERCIAL BANK OF ETHIOPIA
The communication climate in Commercial Bank of Ethiopia is represented with an average score of 2.86. Thestandard deviation is 0.5. Thus the level of communication among employees in CBE is as shown below;
The relation between gender and levels of communication in CBE are as follows;
The average score for males (2.9) is greater than the organization average (2.86); whereas the average score forfemales is only 2.73 which is less than the average. To test whether there is any gender difference incommunication the following table is prepared and tested.
In Commercial Bank of Ethiopia 15% of the employees have high level of open communication climate. 20% ofthe males state that they enjoy open climate in the organization which is greater than the average (15%). Thefollowing hypothesis is thus framed and tested. Ho: Male employees enjoy more open communication climate inCBE than the female employees. The calculated value of 2 (1.21) is less than the table value (5.99) at 5%confidence level with 2 degrees of freedom. Hence it is concluded that male employees enjoy morecommunication climate than the females in CBE.
Communication climate of employees experienced 6-10 years have an average of 2.82 which is less than theaverage (2.85). Employees experienced 1-5 years have an average of 2.87 which is greater than the overallaverage. The following table is prepared to identify the relationship between the levels of communication andexperience of employees.
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77% of employees experienced 1-5 years have medium level of communication which is greater than theaverage. 29% of the employees experienced 6-10 years have high communication climate. Similarly all theemployees experienced 11-15 years have medium level of communication ability which is greater than theaverage. Ho: Experienced employees in CBE have more open communication than the less experiencedemployees. The calculated value of 2 (1.58) is less than the table value (5.99) at 5% confidence level with 2degrees of freedom. Hence it is concluded that experienced employees have more open communication climatethan the less experienced employees in CBE.
COMMUNICATION CLIMATE IN ETHIOPIAN TELECOMMUNICATIONS CORPORATION
The communication climate in ETC is represented with an average score of 3.08. The standard deviation is 0.4.Thus the level of communication among employees in ETC is as shown below;
The average score for females (3.09) is greater than the organization average (3.08); whereas the average scorefor males is less than the average. To test whether there is any gender difference in communication thefollowing table is prepared and tested.
In Ethiopian Telecommunications Corporation 15% of the employees have high level of open communicationclimate. 20% of the males state that they enjoy open climate in the organization which is greater than theaverage (15%). Only 10% of the females have open communication climate. The following hypothesis is thusframed and tested. Ho: Male employees have more open communication climate in EIC than the femaleemployees. The calculated value of 2 (1.41) is less than the table value (5.99) at 5% confidence level with 2degrees of freedom. Hence it is concluded that male employees have more open communication climate in EICthan the female employees.
Review of Business and Technology Research, Vol. 1, No. 1, 2008 7
Employees experienced 1-5 years have an average of 3.55 which is greater than the average (3.08). Employeesexperienced 6-10 years have an average of 3.26. Thus it can be inferred that less experienced employees havemore open communication in the organization than the experienced. The following table is prepared to identifythe relationship between the levels of communication and experience of employees;
75% of employees experienced 11-15 years and 67% of employees experienced more than 15 years havemedium level of communication which is greater than the average. 50% of the employees experienced 1-5 yearsand 25% of employees experienced 6-10 years have high communication climate. Ho: Less experiencedemployees in ETC have more open communication than experienced employees. The calculated value of 2
(5.01) is less than the table value (12.59) at 5% confidence level with 6 degrees of freedom. Thus it is concludedthat less experienced employees have more open communication climate than experienced employees in ETC.
COMMUNICATION CLIMATE IN ETHIOPIAN INSURANCE CORPORATIONThe communication climate in Ethiopian Insurance Corporation is represented with an average score of 2.95.The standard deviation is 0.68. Thus the level of communication among employees in Ethiopian InsuranceCorporation is as shown below;
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The average score for males (2.85) is less than the organization average (2.95); whereas the average score forfemales is more (3.06) than the total average. To test whether there is any gender difference in communicationthe following table is prepared and tested.
In Ethiopian Insurance Corporation 17% of the employees have high level of communication environment. Thisshows that they enjoy more open communication climate. 33.3% of the males state that they enjoy open climatein the organization. The following hypothesis is thus framed and tested. Ho: Male employees enjoy more opencommunication climate in Ethiopian Insurance Corporation than the female employees. The calculated value of
2 (3) is less than the table value (5.99) at 5% confidence level with 2 degrees of freedom and hence it is inferredthat male employees enjoy more communication climate in EIC than the females.
Communication climate of employees experienced 6-10 years have an average of 3.95 which is higher than theaverage (2.95). Employees experienced 1-5 years have an average of 2.37 which is less than the overall average.Similarly experienced employees (11-15 years) have a communication ability average 3.01 which is also greaterthan the organizational average of 2.95. Thus to identify the relationship between the levels of communicationand experience of employees, the following table is prepared.
50% of employees experienced 1-5 years have low level of communication. All the employees experienced 6-10years have high communication climate. Similarly all the employees experienced 11-15 years have mediumlevel of communication ability. Ho: Experienced employees in EIC have more open communication than theless experienced employees. The calculated value of 2 (8.25) is less than the table value (9.49) at 5%confidence level with 4 degrees of freedom. Hence the null hypothesis is accepted and it is concluded thatexperienced employees have more open communication climate than the less experienced employees. It is alsoinferred that experienced employees freely communicate in the hierarchy and enhances effective channel ofcommunication. The less experienced employees should be given more orientation to freely communicate theirideas and express their feelings in the organization
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The level of communication ability is high (17%) in Ethiopian Insurance Corporation which is greater than theaverage (15%). In Commercial Bank of Ethiopia 70% of the employees have a medium level of communicationwhich is also greater than the average (68%). Similarly Ethiopian Telecommunications Corporation has morenumber of employees in low level of communication (20%) which is grater than the average (17%). Thus thefollowing hypothesis is framed and tested. Ho: There is no relationship between the levels of communicationclimate among the various organizations.
The calculated value of F ratio (5.41) is greater than the table value (F2, 8 = 5.14) ( = 0.05) and hence thehypothesis is rejected. Thus it is proved that there exists difference in the communication climate amongorganizations. Thus it can be said that Ethiopian Insurance Corporation has high level of communication thanother organizations. Ethiopian Telecommunications Corporation has low level of communication compared toother organizations. Commercial Bank of Ethiopia has medium level of communication climate.
FINDINGS OF THE STUDY
THE FINDINGS OF THE STUDY ARE AS FOLLOWS;
15% of the employees have open communication climate. 72% of the employees have medium level ofcommunication. 13% of the employees have closed communication environment.
Some of the factors that influences high level of open communication climate are; (a) each one is obliged toperform goals , (b) easy and frank discussion with peers, (c) management is frank and straight, (d) managers actas helpers (e) the company says truth on their policy.
Those factors that are categorized as medium level of communication climate comprises; (a) easy to find what isgoing on, (b) free to communicate ideas with the bosses (c) managers treat everyone with respect. (d) no statusdifference between superiors and subordinates, (e) easy to get feedback from subordinates.Those factors that are categorized as low level of communication in these organizations are; (a) encouragesubordinates to come up with new ideas, (b) good ideas contribute to decision-making, (c) prompt and honestresponse from higher management, (d) receive all information to perform the job, (e) different department haveopportunity to consult with each other.
It is tested and proved that males have more open communication climate in these organizations than the femaleemployees. Experienced employees have more open communication climate than the less experiencedemployees in Commercial Bank of Ethiopia and Ethiopian Insurance Corporation. The new recruits are notprovided with orientation programs and most of them are still facing �reality shock�.Only in Ethiopian Telecommunications Corporation less experienced employees have more communicationclimate than the experienced employees. This is mainly due to the training and the orientation provided to thenew employees in ETC.
The factors that mostly attribute for open communication among the organizations are; obligation to achievehigh performance goals and company says truth and accurate long range plans and future changes of policy.These two factors are highly reliable and consistent in all organizations. Thus there is a clear communicationprovided on individual tasks and responsibilities as well as organizational objectives and vision
Review of Business and Technology Research, Vol. 1, No. 1, 2008 10
The factor which is least consistent and reliable among the variables is that different departments have ampleopportunity to consult with each other. Thus it is clear that there is a lack of interdepartmental co-operation thataffects communication in the system.
CONCLUSION
In the modern vibrant economy, organizations should keep abreast and should face stiff competition to survive.The pace of decision making and the functioning of organization should be competitive, and one should be amodel for benchmarking. An open communication is essential for effective decision making. Thecommunication environment of employees is influenced by gender and experience. Organizations should orienttheir employees to enhance openness in communication. The suggestions given in this study will helporganizations transition themselves from closed and medium environment to open communication environment.This will enhance efficiency and performance of organizations.
RECOMMENDATIONS
Organizations must enhance communication by; (a) encouraging subordinate to come up with new ideas (b)taking good ideas to all major decision making (c) Prompt and honest response from higher management (d)providing information to perform the job (e) ample opportunity to consult with each other in differentdepartments.
The less experienced employees and the newly recruits should be provided with more orientation programs sothat they will be motivated to contribute more.
Since there are no strong labour unions as such, the ideas of the subordinates are to be communicated throughforums or through committees which should be given due attention.
Employees should be motivated and committed to take additional tasks and responsibilities. Special care andattention should be taken in this regard by the organizations and by the policy makers.
Majority of the employees in these organizations perform only medium level of communication climate. Only15% of them do have a high level communication environment. Since majority is in the medium level it is easyto transition them to the high level by providing orientation programs on effective communication to achieveorganizational success.
Female employees should be empowered and should be given participation in each level of organizationalactivity.
Those factors which are categorized as high level of communication climate should be retained by theorganizations (see Table 1.7), and attributes categorized as medium level of communication should beimprovised to enhance effectiveness. Those factors that are categorized as low should be addressed in the longrun since it takes time to transition from low to high immediately. Suggestive measures should be implementedby each organizations depending upon their policies, rules and the types of governance.
BIBLIOGRAPHY
Adler Ronald. B, Jeanne Marquardt Elmhorst, Communicating at Work: Principles and Practices for Businessand Professions, Seventh Edition, New York: McGraw Hill, 2002.
Bovee, Courtland.L, Thill, John.V, Business Communication Today, Fifth Edition, New Jersey: Prentice Hall,2000.
Charles Conrad, Strategic Organizational Communication: Cultures, Situations, and Adaptation (New York:Holt, Rinehart & Winston, 1985), p.26.
Charles Redding. W, Communication within the Organization (New York: Industrial Council, 1992), p 107Donald B.Simmons, �The Nature of the Organizational Grapevine,� Supervisory Management, November 1985,p 40.
Review of Business and Technology Research, Vol. 1, No. 1, 2008 11
Maes. J.D, Weldy and Icenogle.M.L, �Oral Communication Competency in the Workplace,� Journal ofBusiness Communication 34, January 1997, p 67-80.
Maureen Weiss, �Manager�s Tool Kit: Tapping the Grapevine,� Across the Board, April 1992, p 62-63.
Thomas J.Peters and Robert H. Waterman. Jr., In Search of Excellence: Lessons from America�s Best runCompanies (New York: Warner Books, 1982), p 121.
Whetten.D and Cameron K.S, Developing Management Skills: Managing Conflict, New York: Harper Collins,1993, p 8-11.
Winsor. J.L, Curtis. D.B and Stephens. R.D, �National Preferences in Business and Communication Education:An Update,� Journal of the Association for Communication Administration 3, 1997, p 170-79.
1
ANNEXURE
Questionnaire
Thank you for taking the time to complete this questionnaire, which will contribute
to research on the effectiveness about technology based communication climate in
organizations. The purpose of conducting the research is for the partial fulfillment
of PhD thesis. Your genuine response will provide the right direction to the study.
Again thank you for any of your response and cooperation.
Part one: Personal Information
Please tick Your Options
1)Gender: -
Male
Female
2)Age group:-
Between 20 30
Between 31-40
Between 41 50
51 and above
3)Martial status
Single
Married
Divorced
4)Work experience:
less than one year
1-5 years
6-10 years
11-15
16-20
21 and above
2
5)Educational background:
Degree
Diploma
Masters& above
Certificate
Others
If others please specify _______________________________
6.) Job category:
Manager
Assistant manager
Accountant
Clerk
Customer service
Supervisor
7)Do you have awareness about communication technology?
Yes
No
8) Do you think technology is helpful for communication?
Yes
No
9).How much you use communication technology (like internet or intranet):
Daily
Rarely
Once in a week
Sometimes when need arises
10) Purpose of using communication technology is:
Communicating with friends
Communicating with colleagues for official work
To have access with social sites
To gain knowledge
3
11) Have you done any formal course or training of ICT?
Yes
No
PART TWO: In my opinion
Choice Keys
1 for strongly disagree 2 for disagree 3 for neither agree nor disagree 4 for
agree 5 for strongly agree
Sr.
No
Statements Choice
1 Technology is used in organization for internal communication widely
2 Organization uses traditional methodology for communicating withsubordinates like internal memo
3 Organization is having latest technological tools like internet &intranet on desktops or hand handled devices for communication atdifferent level of management.
4 Access to these technologies is easy and frequently used fororganizational communication
5 Technology is available but not used frequently for internalcommunication
6 Staff has the necessary skills to use these technologies
7 Employees receive prompt answer if they communicate via E-mailamongst all the level of management
8 Employees freely discuss their official and personal issues with theircolleagues through groupware easily
9 Organization is willing to adopt or upgrade the technology withgrowing demand and competition in the changing market scenario.
10 Employees are facilitated with refreshing courses/ trainingprogrammes for adoption of new communication technologies
11 Usage of technologies is as effective as in comparison with developedcountries organizations
12 Employees receive all the information which are necessary to performtheir professional tasks through communication technologies
4
PART III SUGGESTIONS
1. If you have any suggestion to improve the communication through technology
