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JOURNAL OF INFORMATION, KNOWLEDGE AND RESEARCH IN
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TECHNOLOGY BASED EMPIRICAL DYNAMISM IN
ORGANIZATIONAL COMMUNICATION CLIMATE
(A c
organizations)
1
ARVIND KUMAR BHATT, 2 DURGA PRASAD SHARMA
1
2
PhD Scholar, S. Gyan Vihar University, Jaipur ,
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
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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
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organization study to consolidate its efforts and to
focus its energies to leverage the benefits of IT for
the benefit of its stakeholders.
An information bomb is exploding in our midst,
showering us with shrapnel of images and drastically
changing the way each of us perceives and acts upon
our changing world. In shifting from a second wave
to third wave info sphere, we are transforming our
own psyches. In altering the info-sphere so
profoundly, we are destined to transform our own
minds as well, the way we think about our problems,
the way we synthesize information, the way we
anticipate the consequences of our own actions. We
are likely to change the role of IT literacy in our lives
of organization. We may even alter our organizational
brain chemistry.
The success of any organization depends on its
effective communication culture at all levels of
management irrespective of protocols privileges and
rights. It is mandatory that an effective downward
and upward communication between superiors and
subordinates is now getting changed in new cross
cultural environment where the bureaucratic
management flavour is now diluting. Moreover, a
healthy communication environment should be
created among the peer groups. This leads to a hitech open communication climate in an organization.
An open climate is essential for the smooth
functioning of any enterprise. Thus, a conducive
work environment can be created which helps
towards fulfilling the objectives of the organization.
Thus, a good communication climate is vital for the
survival of an organization in a very crucial,
competitive and global environment.
REVIEW OF THE LITERATURE
We all human beings depend on good communication
for much of our social and physical survival. The
success 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 sharing
thoughts, ideas, and feelings with each other in
Hamilton and
Parker (1987)
Bovee and Thill (2000) defined communication as
They distinguished communication and effective
communication. According to Bovee and Thill,
effective communication occurs when individuals
achieve a shared understanding, stimulate others to
take actions, and encourage people to think in new
ways.
Organization member spend much of their time in
communicating. A study indicates that 5 percent of
such communication involves writing, 10 percent
reading, 35 percent talking and 50 percent listening(
Aurelius A. Abbatiello and Robert T. Bidstrup,
1969). An organization must be able to communicate
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effectively with its environment and failure to do so
can be very costly. John B. Lawson of Philco
r communications
costs companies billions a year in ill conceived action
.
superior communication practices. Peter and
Waterman cite 3M, Texas Instruments, Delta
Airlines, Walt Disney Productions, Hewlett-Packard
and United Airlines as superior examples. (Thomas J.
Peters and Robert H, Walterman, 1982)
Business communication is the communication that
it includes interpersonal communication and
organizational
communication.
Interpersonal
communication is the process of conveying
communications- talk back and forth within the
organization, up and down the hierarchy will be more
external
communication. It is the free flow of information
inside the company that enables to identify and attack
problems fast, say, when customer service
representatives first get an earful glitch, or salesmen
Faye Rice,
fortune,1991)
Organization
Technology has become such a part of our everyday
lives which make more convenient our lifestyle.
Technological developments have eliminated two
great impediments to communication- time and
distance. Some most dramatic changes have occurred
in communication and information technology,
which, of course had a major impact on the
communication within the office. Christopher H.
bunting, continental PIR Communication chairman
and CEO, belief that leading companies place a high
priority on both internal and external communication.
There are hundreds of communications and
information technology tools and software programs
that aid the communication process. From planning
and developing to information gathering, analyzing
and organizing, writing and editing, presenting,
storing, and distributing or sharing, technological
tools can simplify and expedite the process. These
tools can aid in preparing a written communication,
such as letter, memo, or report, an oral presentation
or any other type of communication project whether
we are working on an individual project or group
project.
Computer-Mediated Communication
Computer-mediated communication (CMC) is a
generic term outlined in the literature as any one, or
combination of, a set of telecommunications
technologies including electronic mail, listservs,
newsgroups, bulletin boards, and more recently, web
pages (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 of
electronic mail, Garton and Wellman (1995) provide
a reference list that is generally congruous with other
forms of computer-mediated communication:
asynchrony; rapid transmission and reply; textual
nature; dyadic and multiple connections; and,
capability for storage and manipulation of messages.
Newer forms of computer-mediated communication
are distinguished from older forms of computer
mediated communication by their capacity to provide
a richer sense of community and socially produced
identities, relationships, and behavioral norms
because of the increasing ease of use and
accessibility of computer-mediated communication
(Chenault,1998; Jones, 1995; Pew Research Center
for The People & The Press, 1999).
Computer-mediated communication technology
changes rapidly. For practical research purposes, any
lag longer than twelve to eighteen months is
equivalent to a new generation of hardware and
software, which often translates into studying a
computer mediated communication system that no
longer has empirical relevance. For example, a 1993
study of an e-mail system by the author focused on a
cumbersome
mainframe
application
(IBM
OfficeVision) that has since been replaced (twice)
with client-server email applications (Langhorst,
1993). The new e-mail system (Eudora Pro) is
significantly different in ease of use, connectivity,
and functional usefulness. More importantly, the
organizational setting in which the e-mail system is
into a computer-mediated communication community
that is now dependent on the tool to conduct daily
business. A new study would be a different study.
The notion of rapid technological obsolescence is not
new; the rate of change is likely to increase in the
near future.
Some
attributes
of
computer-meditated
communication abate organizational constraints,
while other attributes impose new ones (Rice, 1990).
For example, computer-mediated communication can
be used to overcome temporal and proximity
constraints to organizational communication through
asynchrony and wide area networking. By supporting
collegial communication relationships, computermediated communication may contribute to increased
social cohesion and healthier psychological climates
within higher education organizations (Odden & Sias,
1997). Yet computer mediated communication tends
to impose some social constraints not encountered in
face-to-face communication; the textual nature of
computer-mediated communication limits nonverbal, contextual cues for both the sender and
receiver, thereby restricting the emotive significance
of some messages (Rice, 1990; Kiesler and Sproull,
1992). By displacing social activity and strong
personal ties with weak personal ties, computer
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mediated communication may actually reduce social
involvement and psychological wellbeing(Kraut, et.
al., 1998). On the other hand, lack of contextual cues
tends to reduce social inhibitions in group
communications, and invites participation by those
-to-face
exchange, resulting in greater equality of
participation (Bordia, 1997).
OBJECTIVES OF THE STUDY
The objectives of the study are as follows;
General Objectives:
The general objective of the research is to compare
the technology commonly used in the developed
nations and in developing country. It is recognised
that most managers spend between 50% and 80% of
their time in communicating. Whilst the content of
this communication may be important in getting the
management job done. The sole objective of this
research is focused upon the integration of IT based
communication systems in managerial activities for
phenomenon success in effective management.
Specific Objectives:
1. Identification and assessment of existing
communication climate in the selected organizations
in developing countries.
2. Identification and assessment of existing
communication infrastructure in the organizations.
3. Evaluation of effective utilization and deployment
of communication tools and technologies
4. Comparative analysis of technological usage and
deployment in the organization of developed and
developing countries.
5. Critical analysis of roles of communication tools
and technologies towards the dynamism of
contemporary communication climate changes in the
developed versus developing organizations.
RESEARCH METHODOLOGY
The research methodology includes both qualitative
and quantitative research methodologies through
surveys of the existing systems used in the industry
and literature reviews of published work related to
the topic. Data required for the research were
collected from various governmental organizations,
observation, and secondary data collection. The
proposed systems performance will be tested by
various data sets to achieve optimal solutions.
The data for the study were collected from
employees/associates of three service sector
organizations at Arba Minch, Ethiopia; Commercial
Bank of Ethiopia, Ethiopian Telecommunications
Corporation and Ethiopian Insurance Corporation
through questionnaire. The sample frame comprises
97 employees from the above organizations. A
sample size of 50 employees/associates was collected
at randomly.
Secondary data of developed country was conducted
through the secondary data, journals, recently
published papers and related magazines and articles.
Hypothesis testing was be done with the help of Chisquare.
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Data Analysis and Interpretation
Majority of the respondents are male 70%.maximum
of the respondents are in the age group of 20-30
(58%) and work experience of the respondents
frequency fall in the category of 6-10that is (38%).
According to graph 72% respondents there is no
necessary skill with the employees of the
organization to use the communication technology,
and minority of the respondents (20%) belief that
organizational employees is having necessary skill to
use the technology.
The profile of the respondents are: 16% Managers,
12% Assistant Manager, 10% accountants, 28 %
Clerks, 22% Customer Service and 12% are
Supervisors. The majority of the respondents are
clerks and customer service executives and minorities
of the respondents are accountants and the average
frequency is in the category of managers, assistant
manager and supervisors.
58% of the employee do not discuss freely the issues
with their officials , 32% employee are neither agree
nor disagree and only 6% of employees says they
have freedom to discuss the issues with the officials.
Graph shows there is closed communication climate
with officials especially through communication
technology.
The graph shows that only 16% respondents use
communication technology to communicate with
colleagues for their official work which is the least
purpose of using technology among the employees.
Total 24% of the respondent use to take the
information and upgrade their knowledge. 18% use
technology to have access with social sites. The
majority of the respondents use the technology to
communicate with friend for other purposes.
Communicating with friends have maximum
frequency of 42% among the respondents.
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response (70%)
shows that there is no effective use of the technology
when it is compare to developed countries
organizations. 30% of the responses indicates that the
effective use of the technology is same as in
58% of the responses show that employees do not
receive professional information, which is necessary
to perform the professional tasks. 20% of the
response shows that employees receive the necessary
to perform their professional tasks through the
communication technology.
CONCLUSIONS
Awareness of the technology is there among all the
employees but technology is used in the limited
levels at managers and assistant managers. Other job
categories are not much familiar with use of
technology for interpersonal communication. Only
16% of the communication through the technology is
done for the internal communication in the
organizations.
Other
employees
use
the
communication technology for other purposes.
Factors that affect the technological communication
climate are the employees not having the necessary
skills and motivation to use such tools and
technology. Another reason is disinclination of the
organization to adopt or upgrade the latest tools and
technology
for
communication.
Traditional
methodology is used to communicate the information
to the subordinates and vice versa. 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. This study clearly
indicates that oorganizations must enhance
technology based communication for internal
communication by;
a)
Providing them necessary skills to use the
technological tools by providing training programs.
b)
Encouraging them to use the technological
tools for internal communication.
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c)
Providing information to perform the job
through the technology based communication
d)
Providing ample opportunity to consult with
each other in different departments.
The less experienced employees and the newly
recruits should be provided with more orientation
programs so that they will be motivated to contribute
more. Employees should be motivated and committed
to take additional tasks and responsibilities. Special
care and Attention should be taken in this regard by
the organizations and by the policy makers. Majority
of the employees in the organizations perform only
medium level of communication climate. Only
managers and assistant managers have a high level
communication environment. Since majority is in the
medium level it is easy to transition them to the high
level by providing orientation programs on effective
communication to achieve organizational success.
Female employees should be empowered and should
be given participation in each level of organizational
activity. In this sense technology gives better support
to the females. Those factors which are categorized
as high level of communication climate should be
retained by the suggestive measures should be
implemented by each organizations depending upon
their policies, rules and the types of governance.
Finally it is observed that developing countries
organizations like Ethiopia are still not able to fully
exploit the power of technology in their internal
communication. Still they are using traditional file
systems. They have the sufficient IT infrastructure
with them but awareness and poor implementation
mechanism still putting them in a crucial situation of
under utilized of IT resources. However on the other
side developed countries like USA exploiting their IT
infrastructure with full potential. A new divide
in developing countries; which is not a good indicator
for their sustainable development.
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International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
TECHNOLOGY BASED TRANSFORMATIONS IN ORGANIZATIONAL
INTERNAL COMMUNICATION
Arvind Kumar Bhatt1, Durga Prasad Sharma2,
ABSTRACT
The study considers impact of training on internal organizational communications as an
important organizational factor that has an impact on employee command on the
internal communication tools. It incorporatesthree dimension i.e. communication climate,
formal and informal communications. In the study the data was collected, to measure the
impact of training on the above three dimensions of organizational communications,
especially from the employees of Commercial bank of Ethiopia, Ethiopian insurance
company and Tele-corporation of Ethiopia. The results clearly indicate that there is
significant impact of training on all dimensions of communications. 62% employees
responded that they are not facilitated with the refresher course and training to cope up
with technical changes in organizational work culture and communication. Employees
wish to be technology savvy but they are not getting the basic awareness training for such
changes however sufficient tools and technologies are already there in the organizations.
It is also observed that 38% employees having training and they are utilizing the
technological tools effectively and perform their communication tasks efficiently and
effectively.
Keywords: Organizational Communication, technology tools, internal communication,
Technology savvy.
INTRODUCTION
Communication is the key to bring people together at one place to make it a workplace. A
workplace is formed when people work together for a specific purpose andthat work is
impossible without having communicationamong working people. Such type of communication
isknown as organizational communication, and refers tothe communications and interactions
amongorganizational members: managers and non-managerialemployees.As a resultconvenience
and availability considerations have led to new technologies inaudiovisual data transfer
becoming increasingly attractive to the employees and potential clients.Theorganizational
communication is crucial to get involvedinto better relationships within an organization,
totransmit information, to have trust on and cooperationwith each other, to understand and coordinate the work,to improve communication climate and learning, andhence to increase overall
workplace satisfaction. The organizationalcommunication may be mostly effective or it can
bemainly ineffective, and can definitely affect employee internal communication.
The development of new information and communication technologies has made an impact on
the field of organizations communication among employees. New tools have made borderless
communication possible. They facilitate human interaction more speedy with the cost effective
manner. But at the same time create new challenges for employees if they do not have proper
1. PhD Scholar, Suresh GyanVihar University, Jaipur
2. Professor, CS & IT, AMIT, AMU under UNDP
© Pezzottaite Journals, Jammu & Kashmir, India.
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 are
introduce for the smooth communication among the employees (internal communication) and
outside world ( External Communication).New technical, information and communication
technologies and the workforce changes associated with them can support and drive innovative
work practice, improve care processes, and impact on efficiency and productivity. There are also
positive impacts as well as challenges for staff, including the need for enhanced training.
Introducing new technologies does not guarantee positive outcomes. Simultaneous developments
in leadership, financial resources, personal and organizational relationships, engagement with
patients and families, care coordination and staff development are needed. There is also a need to
consider how the workforce needs to develop to gain most potential from new technologies. The
most important question to address may not be how are staffs currently being reorganized in the
wake of new technologies, but rather how should staff best be deployed to take full advantage of
the potential available.
Literature Review:
Today, organizational communication is more complex due to communication media
and high speed transmission. Organizational communication is a dynamic process and involves
complex communication techniques, networks and channels. It does not involve only upward and
downward communication, but managers and employees communicate with each other in
various ways at different levels. It may be the formal or informal, verbal or non-verbal, written
or oral; and its levels include interpersonal (or face to face)-level communication between
individuals, group-level communication among teams, groups and units, and organizational-level
communications involves vision and mission, policies, new initiatives, and organizational
Knowledge and performance. All the directions and flows of organizational communications are
combined into a variety of patterns called communication networks. Communication plays a
vital role in designing rules, regulations and responsibilities, and presenting to the members of
the organ
managerial control, provide workers with job instruction, and enable managers gather
managerial
functions. Mangers and communication specialists first develop strategies to achieve goals,
construct relevant massages and then transmit through different channels for conversations with
employees and workers. Poor planning may be the result of poor communication and it always
results in the failure of the accomplishment of the goals which becomes the reason for
dissatisfaction at workplace. Similarly, if employees are not told about organizational strategies
and their responsibilities, they cannot perform effectively. Employees need to understand and
coordinate their work activities; but if information is poorly communicated to them or they lack
to communicate themselves, they cannot understand the task which leads to the confusion and to
the job not being done or not completed properly. Therefore, poor communication decreases
their communication with the work.
As people work together they develop some importantformal and informal relationships with
each other. Allpeople are of different personalities and natures, theirthinking, perception, and
viewpoints 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 real
understandingof the relationships between managers, amongemployees, and interactions between
the two. Whenthere are problems, everyone acknowledges that thecause often is a
communication problem. People want open communication channelsand a system of common
understanding.
© Pezzottaite Journals, Jammu & Kashmir, India.
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 significant
distinctionsbetween OL school of thoughts. One follows the social view while the other follows
the technicalview:
Social Perspective: Easterby-Smith et al. (1999, p.3-8) explain that social
perspectiveemphasizes on how people make senses of experiences at work obtained either
through explicitsources or tacit sources. In this view, learning can be seen as a process of social
interactions. Threedominating schools of thoughts contributed largely to the social perspective of
organizational learning are to see it as a socially contracted, a political process and a cultural
artifact.
Technical Perspective: The technical view assumes that organizational learning is about the
effective processing,interpretation of, and response to information both inside and outside the
organization. Suchinformation can be in both qualitative and quantitative term but it is explicit in
-loop
learning anddouble-loop learning. Single-loop learning (SLL) is an incremental and low-level
learning whichoccurs when errors in processes are detected and corrected encouraging the firms
to continue withtheir current policies and goals. Whereas, Double-loop learning (DLL) is a
radical and high-levellearning which occurs when error is detected and corrected in the way that
forces the firm to modifyits norms, procedures, policies and goals? Further, Levinthal & March
the competing goals ofdeveloping new knowledge (exploration) and exploiting current
competencies (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 the
impact of technology training on communication tools to support managerial activities for
phenomenon success in effective internal communication. To achieve goal the specific objectives
were formulated. Further the research paper focused on to achieve the following- Identification
and assessment of existing communication infrastructure in the organizations, Evaluation of
effective utilization and deployment of communication tools and technologies, Analysis of
internal communication technological usage and deployment in the organization and finally
Critical analysis and evaluationof impact of technology training and awareness facilities in
transforming the organization
communication culture.
Research Methodology
The research methodology includes both qualitative and quantitative research methodologies
through surveys of the existing systems used in the industry and literature reviews of published
work related to the topic. Data required for the research were collected from various
governmental organizations, observation, and secondary data collection. The proposed systems
performance has been tested by various data sets to achieve optimal solutions.
The data for the study were collected from employees/associates of three service sector
organizations at Ethiopia; Commercial Bank of Ethiopia, Ethiopian Telecommunications
Corporation and Ethiopian Insurance Corporation. The sample frame comprises 97 employees
from the above organizations. A sample size of 50 employees/associates was collected at
randomly.
The collected data from the three major organizations in Ethiopia were collected, coded and
entered for analysis purpose through SPSS16 (a statistics tool). SPSS16 were used to analyze the
collected data. The analyzed parts were presented in data analysis and interpretation with the use
of table and percentage. Also the researcher presented the data graphs of all tabulated table to get
clear insight of the data for the interpretation.
Results and Discussions
© Pezzottaite Journals, Jammu & Kashmir, India.
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 age
group of 20falls 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 and
8% of the respondents are having certificate as their educational background. The majority of the
respondent is having degree and certificate holders are in the minority.
JOB CATEGORY OF THE RESPONDENTS
Frequency
Percent
Valid Percent
Cumulative
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 are
clerks and customer service executives and minorities of the respondents are accountants and the
average frequency is in the category of managers, assistant manager and supervisors.
© Pezzottaite Journals, Jammu & Kashmir, India.
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 the
communication technology. 100% of the respondents are aware of the communication
technology used for the internal communication.
TECHNOLOGY IS HELPFUL FOR EFFECTIVE COMMUNICATION
Frequency
Percent
Valid Percent
Cumulative Percent
YES
50
100.0
100.0
100.0
The 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 helpful
for the effective communication.
© Pezzottaite Journals, Jammu & Kashmir, India.
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
36
4
7
72.0
8.0
14.0
72.0
8.0
14.0
72.0
80.0
94.0
3
6.0
6.0
100.0
50
100.0
100.0
DAILY
RARELY
ONCE IN A WEEK
SOMETIMES WHEN NEED
ARISES
Total
72% 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 when
need arises. Here data indicates that maximum respondent use the communication daily or once
in a week and 14% of the respondents use the technology rarely or sometimes when need arises.
JOB CATEGORY OF THE RESPONDENT * RESPONDENT FREQUENCY OF
USING TECHNOLOGY
CROSS TABULATION
JOB CATEGORY OF THE RESPONDENT
RESPONDENT FREQUENCY OF USING
TECHNOLOGY
SOMETI
ONCE
MES
DAILY
RARELY
IN A
WHEN
WEEK
NEED
ARISES
Total
MANAGER
Count
8
0
0
0
8
% within JOB CATEGORY OF
THE RESPONDENT
100.0%
.0%
.0%
.0%
100.0%
ASSISTANT
Count
% within JOB CATEGORY
OF THE RESPONDENT
Count
5
0
0
1
6
83.3%
.0%
.0%
16.7%
100.0%
4
0
0
1
5
MANAGER
ACCOUNTANT
© Pezzottaite Journals, Jammu & Kashmir, India.
International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
CLERK
CUSTOMER
SERVICE
SUPERVISOR
Total
% within JOB CATEGORY
OF THE RESPONDENT
Count
% within JOB CATEGORY
OF THE RESPONDENT
Count
% within JOB CATEGORY
OF THE RESPONDENT
Count
% within JOB CATEGORY
OF THE RESPONDENT
Count
% within JOB CATEGORY
OF THE RESPONDENT
80.0%
.0%
.0%
20.0%
100.0%
13
0
1
0
14
92.9%
.0%
7.1%
.0%
100.0%
6
1
3
1
11
54.5%
9.1%
27.3%
9.1%
100.0%
0
3
3
0
6
.0%
50.0%
50.0%
.0%
100.0%
36
4
7
3
50
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 tabulation
was used 100% managers use communication technology daily, among the Assistant managers
of the organizations 83.3 % uses the technology daily and 16.7% use sometimes when need
arises. Among the accountants 80% use technology daily for communication and 20% uses
sometimes when there is a need. Among the clerks 92.9% use daily, 7.1 % use once in a week. It
is observed that 54% of the customer service, 9.1 %, 27.3% uses once in a week and 9.1% uses
communication technology when need arises. 50% of the supervisors rarely use the
communication technology and 50% of them uses once in a week.
The above cross tabulation shows that the use of the communication technology is maximum at
the job category of managers, assistant managers, accountants and clerks, responses is distributed
among 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 their
official work which is the least purpose of using technology among the employees. 24% of the
respondents use the technology to take the information and upgrade their knowledge. 18% use
technology to have access with social sites. The majority of the respondents use the technology
to communicate with friend for other purposes. Communicating with friends has maximum
frequency of 42% among the respondents.
© Pezzottaite Journals, Jammu & Kashmir, India.
International Journal of Organizational Behaviour & Management Perspectives Volume 1, Number 1, July -September 2013
TECHNOLOGY IS USED FOR INTERNAL COMMUNICATION WIDELY
STRONGLY DISAGREE
DISAGREE
AGREE
STRONGLY AGREE
Total
Frequency
4
21
18
7
50
Percent
8.0
42.0
36.0
14.0
100.0
Valid Percent Cumulative Percent
8.0
8.0
42.0
50.0
36.0
86.0
14.0
100.0
100.0
42% of the respondents are disagree with the statement and 8% of the respondents are strongly
disagree that technology is used widely for internal communication, whereas 14% respondents
strongly agrees with the usage of technology in the their organizations.
EMPLOYEES HAS NECESSARY SKILLS TO USE TECHNOLOGY
Frequency
Percent
Valid Percent
Cumulative Percent
DISAGREE
36
72.0
72.0
72.0
NEITHER AGREE NOR
DISAGREE
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
© Pezzottaite Journals, Jammu & Kashmir, India.
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 organization
to use the communication technology, and minority of the respondents (20%) belief that
organizational employees is having necessary skill to use the technology.
UPGRADATION OR ADOPT THE TECHNOLOGY WITH GROWING DEMAND AND
COMPETITION
Cumulative
Frequency
Percent
Valid Percent
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 upgrade
or adopt the technology with the demand and competition. Respondent agree with statements are
28% and 4% of the respondents are strongly agree that there is willingness of the organization to
upgrade or adopt the technology.
EMPLOYEES ARE FACILITATED WITH REFRESHER COURSES AND TRAINING FOR
THE 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
© Pezzottaite Journals, Jammu & Kashmir, India.
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 response
shows that majority of the responses 62% are disagree with facilities of courses and training
programme when new technology is upgraded or adopted. 38% of the responses show there is
facilities provided refresher courses and training programs.
EMPLOYEES RECIEVES ALL PROFESSIONAL INFORMATIONNECESSARY TO
PERFORM THEIR PROFESSIONAL TASKS
Frequency
Percent
Valid Percent
Cumulative Percent
DISAGREE
29
58.0
58.0
58.0
NEITHER AGREE NOR
DISAGREE
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 is
necessary to perform the professional tasks. 20% of the response shows that employees receive
the 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 traditional
internal communication culture to technology based communication culture. Study point out that
the usage of the communication technology tools and techniques for interpersonal
communication is not effective. Although the organizations are having technological tools like
internet, intranet, desktops and other handheld devices at different level of management, but they
are not frequently used for internal communication amongst all levels of the management. The
© Pezzottaite Journals, Jammu & Kashmir, India.
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 and
technology for communication. Observations justifies that employees do not receive any
information, which is necessary to perform their professional task through communication
technology. Further, the awareness of the technology is there among all the employees but
technology is used in the limited levels at managers and assistant managers only. Other job
categories are not much familiar with use of technology for interpersonal communication.
Employees use the communication technology for other than communication purposes.Factors
that affect the technological communication climate are the employees not having the necessary
skills and motivation to use such tools and technology. Another reason is disinclination of the
organization to adopt or upgrade the latest tools and technology for communication.Based on this
analysis it is clearly observed that appropriate IT infrastructure with other supporting modern
tools and technologies already exist in the organizations but lack of awareness and improper
training processes are not allowing them to harness their full potential towards new paradigm
shift in communication climate. Today we are living the world where anytime, anywhere via any
device culture has already been adopted. Regardless of specialized high endtraining to
culture into reality.
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Organizational Commitment : The Effects of Information Adequacy, Communication
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organiza
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Learning andPerformance: an Empirical Study in State16. Robey, D., Boudreau, M. and Rose, G. M.
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17. Smith, L., &Mounter P. (2008). Effective internal communication (2nd ed.).
London:Kogan Page.
© Pezzottaite Journals, Jammu & Kashmir, India.
Review of Business and Technology Research
Vol. 1, No. 1, 2008, pp. 1-11
ISSN 1941-9414, All rights reserved
COMMUNICATION CLIMATE IN ORGANIZED SECTOR IN
ETHIOPIA
R.Renjith Kumar, Arbaminch University, Ethiopia ([email protected])
Arvind Kumar Bhatt, Arbaminch University, Ethiopia ([email protected])
ABSTRACT
The aim of this research is to evaluate the communication climate of employees in
organizations. 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 for
the study. The analysis shows that 15% of the employees in these organizations have a high
and open communication climate. It is proved through hypothesis testing that males and
experienced employees enjoy more communication opportunity than females and the less
experienced employees respectively. It is concluded that there is less communication between
different departments compared with other attributes, whereas each employee is well informed
regarding their performance goals.
INTRODUCTION
The success of any organization depends on its effective communication through out the hierarchy. There must
be an effective downward and upward communication between superiors and subordinates. Moreover a healthy
communication environment should also be created among the peer groups. This leads to an open
communication climate in an organization. An open climate is essential for the smooth functioning of any
enterprise. Thus a conducive work environment can be created which helps towards fulfilling the objectives of
the 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. The
communication climate has a definite effect on the attitudes and communication behaviour of organization
members. The climate can inspire confidence and trust in employees, encouraging them freely communicate
their 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 of
their non excellent peers. The excellent companies are a vast network of informal, open communications (Peters
and 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 either
personal or work related topics” and employees feel secure in what they communicate “even if the information
reflects 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 of
an employee, no one is delegated to perform the task and responsibility. When any complaints are lodged, the
message is not timely passed on to the concerned staff that causes a delay in service to the customers. The
grievances are not addressed due to lack of proper communication. Employees are also unwilling to take
additional responsibilities. Thus employees are highly formal in their job and lack flexibility. Whereas in the
hierarchical relationship there exists more informal relationship and there is a high degree of flexibility. The
hierarchy of superior-subordinate relationship is not that much predominant. Hence a paradox can be found here
where employee relationship is not flexible whereas organizational relationship is flexible. In this limelight the
researchers 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 Insurance
Corporation. The sample frame comprises 78 employees from the above organizations. A sample size of 46
employees are collected at random that includes 20 employees from Commercial Bank of Ethiopia, 20 samples
from 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 of
communication style in each organization is categorized as Low, Medium and High by using the formula
Average S.D. Those with low level are considered as closed communication climate; medium as neither
closed 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 level
of communication among employees is as shown below;
15% of the employees have open communication climate. 72% of the employees have medium level of
communication. 13% of the employees have closed communication environment. This levels of communication
reveals that communication is not that much open among the employees in the organized sectors. The relation
between 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 for
females is 2.98 which is greater than the average. To test whether there is any gender difference in
communication 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 in
the organized sector in Arbaminch than the female employees. The calculated value of 2 (2.45) 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 more communication climate than the female employees.
Communication climate of employees experienced 6-10 years and 11-15 years have an average which is higher
than the average (2.96). Employees experienced 1-5 years have an average of 2.89 which is less than the overall
average. 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 have
medium level of communication which is greater than the average. 31% of the employees experienced 6-10
years have high open communication climate. Ho: Employees experienced 6-10 years have more open
communication 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 6-10
years 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 variation
is calculated. The factor with low coefficient of variation is highly consistent and reliable and vice versa.
Review of Business and Technology Research, Vol. 1, No. 1, 2008
4
Review of Business and Technology Research, Vol. 1, No. 1, 2008
5
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. The
standard 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 for
females is only 2.73 which is less than the average. To test whether there is any gender difference in
communication the following table is prepared and tested.
In Commercial Bank of Ethiopia 15% of the employees have high level of open communication climate. 20% of
the males state that they enjoy open climate in the organization which is greater than the average (15%). The
following hypothesis is thus framed and tested. Ho: Male employees enjoy more open communication climate in
CBE 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 more
communication climate than the females in CBE.
Communication climate of employees experienced 6-10 years have an average of 2.82 which is less than the
average (2.85). Employees experienced 1-5 years have an average of 2.87 which is greater than the overall
average. The following table is prepared to identify the relationship between the levels of communication and
experience of employees.
Review of Business and Technology Research, Vol. 1, No. 1, 2008
6
77% of employees experienced 1-5 years have medium level of communication which is greater than the
average. 29% of the employees experienced 6-10 years have high communication climate. Similarly all the
employees experienced 11-15 years have medium level of communication ability which is greater than the
average. Ho: Experienced employees in CBE have more open communication than the less experienced
employees. The calculated value of 2 (1.58) is less than the table value (5.99) at 5% confidence level with 2
degrees of freedom. Hence it is concluded that experienced employees have more open communication climate
than 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 score
for males is less than the average. To test whether there is any gender difference in communication the
following table is prepared and tested.
In Ethiopian Telecommunications Corporation 15% of the employees have high level of open communication
climate. 20% of the males state that they enjoy open climate in the organization which is greater than the
average (15%). Only 10% of the females have open communication climate. The following hypothesis is thus
framed and tested. Ho: Male employees have more open communication climate in EIC than the female
employees. The calculated value of 2 (1.41) is less than the table value (5.99) at 5% confidence level with 2
degrees of freedom. Hence it is concluded that male employees have more open communication climate in EIC
than 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). Employees
experienced 6-10 years have an average of 3.26. Thus it can be inferred that less experienced employees have
more open communication in the organization than the experienced. The following table is prepared to identify
the 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 have
medium level of communication which is greater than the average. 50% of the employees experienced 1-5 years
and 25% of employees experienced 6-10 years have high communication climate. Ho: Less experienced
employees 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 concluded
that less experienced employees have more open communication climate than experienced employees in ETC.
COMMUNICATION CLIMATE IN ETHIOPIAN INSURANCE CORPORATION
The 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 Insurance
Corporation is as shown below;
Review of Business and Technology Research, Vol. 1, No. 1, 2008
8
The average score for males (2.85) is less than the organization average (2.95); whereas the average score for
females is more (3.06) than the total average. To test whether there is any gender difference in communication
the following table is prepared and tested.
In Ethiopian Insurance Corporation 17% of the employees have high level of communication environment. This
shows that they enjoy more open communication climate. 33.3% of the males state that they enjoy open climate
in the organization. The following hypothesis is thus framed and tested. Ho: Male employees enjoy more open
communication 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 inferred
that 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 the
average (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 greater
than the organizational average of 2.95. Thus to identify the relationship between the levels of communication
and experience of employees, the following table is prepared.
50% of employees experienced 1-5 years have low level of communication. All the employees experienced 6-10
years have high communication climate. Similarly all the employees experienced 11-15 years have medium
level of communication ability. Ho: Experienced employees in EIC have more open communication than the
less 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 that
experienced employees have more open communication climate than the less experienced employees. It is also
inferred that experienced employees freely communicate in the hierarchy and enhances effective channel of
communication. The less experienced employees should be given more orientation to freely communicate their
ideas and express their feelings in the organization
Review of Business and Technology Research, Vol. 1, No. 1, 2008
9
The level of communication ability is high (17%) in Ethiopian Insurance Corporation which is greater than the
average (15%). In Commercial Bank of Ethiopia 70% of the employees have a medium level of communication
which is also greater than the average (68%). Similarly Ethiopian Telecommunications Corporation has more
number of employees in low level of communication (20%) which is grater than the average (17%). Thus the
following hypothesis is framed and tested. Ho: There is no relationship between the levels of communication
climate 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 the
hypothesis is rejected. Thus it is proved that there exists difference in the communication climate among
organizations. Thus it can be said that Ethiopian Insurance Corporation has high level of communication than
other organizations. Ethiopian Telecommunications Corporation has low level of communication compared to
other 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 of
communication. 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 to
perform goals , (b) easy and frank discussion with peers, (c) management is frank and straight, (d) managers act
as 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 is
going on, (b) free to communicate ideas with the bosses (c) managers treat everyone with respect. (d) no status
difference 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) encourage
subordinates to come up with new ideas, (b) good ideas contribute to decision-making, (c) prompt and honest
response from higher management, (d) receive all information to perform the job, (e) different department have
opportunity to consult with each other.
It is tested and proved that males have more open communication climate in these organizations than the female
employees. Experienced employees have more open communication climate than the less experienced
employees in Commercial Bank of Ethiopia and Ethiopian Insurance Corporation. The new recruits are not
provided with orientation programs and most of them are still facing ‘reality shock’.
Only in Ethiopian Telecommunications Corporation less experienced employees have more communication
climate than the experienced employees. This is mainly due to the training and the orientation provided to the
new employees in ETC.
The factors that mostly attribute for open communication among the organizations are; obligation to achieve
high 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 communication
provided 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 ample
opportunity to consult with each other. Thus it is clear that there is a lack of interdepartmental co-operation that
affects 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 a
model for benchmarking. An open communication is essential for effective decision making. The
communication environment of employees is influenced by gender and experience. Organizations should orient
their employees to enhance openness in communication. The suggestions given in this study will help
organizations 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 different
departments.
The less experienced employees and the newly recruits should be provided with more orientation programs so
that 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 through
forums or through committees which should be given due attention.
Employees should be motivated and committed to take additional tasks and responsibilities. Special care and
attention 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. Only
15% of them do have a high level communication environment. Since majority is in the medium level it is easy
to transition them to the high level by providing orientation programs on effective communication to achieve
organizational success.
Female employees should be empowered and should be given participation in each level of organizational
activity.
Those factors which are categorized as high level of communication climate should be retained by the
organizations (see Table 1.7), and attributes categorized as medium level of communication should be
improvised to enhance effectiveness. Those factors that are categorized as low should be addressed in the long
run since it takes time to transition from low to high immediately. Suggestive measures should be implemented
by 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 Business
and 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 107
Donald B.Simmons, “The Nature of the Organizational Grapevine,” Supervisory Management, November 1985,
p 40.
Garry Gemmill, “Managing Upward Communication” Personnel Journal 49, (February 1970), p 107.
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 of
Business 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 run
Companies (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.
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
1
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
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11) Have you done any formal course or training of ICT?
Yes
No
PART TWO: In my opinion
Choice Keys
1 for strongly disagree
agree
Sr.
2 for disagree
3 for neither agree nor disagree
5 for strongly agree
Statements
No
1
Technology is used in organization for internal communication widely
2
Organization uses traditional methodology for communicating with
subordinates like internal memo
3
Organization is having latest technological tools like internet &
intranet on desktops or hand handled devices for communication at
different level of management.
Access to these technologies is easy and frequently used for
organizational communication
4
4 for
5
Technology is available but not used frequently for internal
communication
6
Staff has the necessary skills to use these technologies
7
Employees receive prompt answer if they communicate via E-mail
amongst all the level of management
8
Employees freely discuss their official and personal issues with their
colleagues through groupware easily
9
Organization is willing to adopt or upgrade the technology with
growing demand and competition in the changing market scenario.
10
Employees are facilitated with refreshing courses/ training
programmes for adoption of new communication technologies
11
Usage of technologies is as effective as in comparison with developed
countries organizations
12
Employees receive all the information which are necessary to perform
their professional tasks through communication technologies
3
Choice
PART III SUGGESTIONS
1. If you have any suggestion to improve the communication through technology
in your organizations
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
_______________________________________________________________
____________
Thanks once again for giving your important time in filling this
questionnaire.
If you have any doubt or need clarification please contact me:
[email protected]
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