Description
The analysis of the studies carried out clearly demonstrates the increasing role of communication in an organization. More and more company managers look for sources that allow building their competitive advantage basing on the organizational culture and people.
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THE IMPORTANCE OF INTERNAL COMMUNICATION IN POLISH
ENTERPRISES IN THE LIGHT OF THE STUDIES CARRIED OUT
MONIKA ZAJKOWSKA – ANNA RYCH?Y-LIPI?SKA
– AGNIESZKA SA?EK-IMI?SKA – ANETA MAZUR-JELONEK
Abstract
Main purpose of an article is diagnosing of meaning of internal communication in functioning enterprises
in Poland. Article consists of two parts. The first part describes the place of internal communication in
business communication system structure characterizing the two planes of communication activities:
internal and external. This section presents the steps of the communication audit properly. The second
part of the article presents the results of studies on the subject of internal communication in Polish
enterprises. Included 119 surveyed companies varied in terms of: number of employees and sector in
which the enterprise operates. The aim of this study was to obtain answers to questions concerning the
identification of problems related to internal communication, the importance of communication in
organizations, an indication of the implemented and planned solutions and tools for internal
communication. The authors of this article basing on the results of empirical studies carried out by market
research company named GFMP Management Consultants, there were realized in November 2010 in
polish enterprises.
The analysis of the studies carried out clearly demonstrates the increasing role of communication in an
organization. More and more company managers look for sources that allow building their competitive
advantage basing on the organizational culture and people. Persons responsible for communication
processes in an organization have an important role — to strengthen such awareness continuously. The
main task of activities taken in the area of communication is to support the implementation of company’s
strategy. Such activities should be coordinated under a strategy of communication, which is still absent in
many companies, and linked with the company’s strategy. The condition for developing an effective
strategy is to make a right diagnosis of the initial situation and measure the effects of the implementation
of this strategy. Showing the managing staff the valuable data, which prove the correctness of the
activities taken, contributes actually to increasing the importance of communication in an organization.
Key words: internal communication, external communication, communication audit, internal
communication tools.
Classification JEL: M12 – Personnel Management
1 Introduction
In recent years, communication is a very trendy word which electrifies many circles — and
not only business ones. At present, there is no need to remind anyone that the importance of
effective communication in enterprises is increasing every year. This is best proved by the fact
that American companies currently devote more attention to internal communication than ever
before. The people who manage companies have understood how important communication with
employees is – especially in the period of changes (Zajkowska, 2008). Now, when the economic
situation starts improving, a special emphasis is put on internal communication in order to
prevent a situation, where valuable employees are leaving the organization. As Barbara Fagan-
Smith, the founder and CEO of ROI Communication, quotes one of her colleagues at a
conference in Las Vegas: ?Internal communication rules at this moment,? (Kurda, 2011). Is the
growing importance of internal communication also visible among Polish companies? Do
organizations in Poland notice the importance of internal communication for the overall success
of corporate communication and, what’s more important, does this translate into practical
actions? The authors of this paper are looking for answers to such research problems basing on
the results of empirical studies accomplished in November 2010 in enterprises located in Poland.
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The research was realized by market research company named GFMP Management Consultants
(GFMP Management Consultants, 2010).
2 Place of internal communication in communication system of a company
Communication implicitly transmits information, knowledge, and skills from the sender to
end users through a chain of processes that involve message generation, description, and
encoding. Messages are transmitted over a channel of interest, often determined by the sender.
The end user then has to effectively decode, reproduce, and re-create the original message, with
a potential degradation in quality and meaning (Haykin, 2001; Shannon, Weaver, 1949).
There are two planes of communication activities in the structure of company’s
communication system (Zajkowska, 2009):
- internal communication,
- external communication.
Both areas should remain in close relationships with each other, and elimination or
inefficiency of either of them will result in disturbances in the entire system.
External communication is addressed to the company’s customers and other participants in
the market, while internal communication is a process that takes place inside an institution
between all its members. Internal communication is based on relationships between employees
and is an integral part of corporate communication — it takes various forms of interaction:
verbal and written, personal and virtual, individual and group (Gavlas 2008). Regardless of the
type of organization, it is the basis for integration of individual elements of a company. As it is
proved by communication audits, well-informed employees work much more efficiently — even
by 30% according to some auditors. When making an attempt to develop effective
communication with the market, each organization should consider not only its market situation,
but first of all should take a look inside the organization. Effective internal communication can
enhance corporate reputation and credibility, because employees are viewed as particularly
credible sources by external stakeholders (Dawkins, 2004; Hannegan, 2004).
Up to now, communication inside an organization has been treated as a minor activity in
the company’s communication system (Fernandez, Joe, 2009) and it has used communication
techniques and instruments directed towards external recipients. Thinking in terms of the
effectiveness of internal communication should begin with focusing on internal target groups,
which requires different expertise and experience. Nowadays, the skill of proper communication
becomes more and more often a required trait of a good employee. Smooth flow of information
is a foundation for the existence of an organization and thus also the clarity and transparency of
all matters concerning the internal functioning of the company. Regardless of their place in the
organizational structure, all employees should create an efficient system of mutual
communication. Effective, multidirectional and multilateral exchange of information is possible
only then.
Internal communication has been recognized as a strategic focus for business
communication, second only to leadership concerns (Barnfield, 2003). Jo and Shim noted that
„given the emerging paradigm of public relations by relationship management, the terms of
internal communication need to be redefined as part of building favorable relationships between
management and employees,? (2005, p. 278). Managers within organizations are in a role of
personal influence in their relationships with employees. Numerous studies have linked internal
communication and the degree to which employees are informed to job satisfaction and
performance (Gray, Laidlaw, 2002; Bartoo, Sias, 2004; Rosenfeld, Richman, May, 2004; Zucker,
2002).
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Recognition of employees as internal customers of a company requires from the employer
to carry out the research on the needs and expectations of the employees. Based on internal
marketing research, the company’s management determines, among other things, the efficiency
of the information flow between departments and quality of internal services, as well as
particularizes the goals of the planned projects.
3 Communication audit as main tool for building communication strategy
An organization, which wants to take seriously the area of internal communication, should
first demonstrate how the actions taken in the area of communication support the implementation
of its strategy (Cal, Allyson, 2004). It is a necessary condition to measure the effects of the
strategy by conducting surveys concerning communication which allow providing a proof that
the actions are effective and simultaneously enable accurate identification of the needs of the
employees. Showing the managing staff whose internal communication has a positive impact and
that it contributes to achieving the goals of the organization increases the importance of the
corporate communication in a real manner.
Ideally, internal communication strikes a balance between extremes. Communicating too
little creates a vacuum that causes distrust and speculation. However, too much information can
result in information overload or the paradox of plenty in which an overabundance of
information is ignored. Bartoo and Sias (2004) noted that receiving a large amount of
information is not necessarily the same as getting the right amount of information.
Furthermore, employees can receive the right amount of information that does not contain
the right information for them. The right amount, however, is hard to determine. Effective
internal communication strives for information adequacy, which is a measure of the relationship
between information needed and information received (Rosenfeld et al., 2004).
A communication audit consists in a systematic and complete survey of internal and/or
external communication activities. The purpose of such an audit is to document the needs,
policies, practices and possibilities in the scope of communication, as well as to present the
necessary data that allow the management board to take effective decisions regarding future
goals of communication in the organization (Szyma?ska, 2005). Thanks to surveys of internal
communication it can be checked which of its areas function properly, and which not. Such
surveys also allow obtaining quantitative data on the information needs of employees, their
knowledge, the subjects about which they expect more information, and the level of their interest
and commitment (Dutton, Dukerich, Harquail, 1994). Internal communication surveys constitute
an essential tool that allows developing a strategy of actions in the scope of communication.
They also help to convince senior managerial staff that such a strategy is necessary, and as well
as inform them which investments are specifically needed. In order to make the results of an
internal communication survey actually useful, the survey should be carried out in accordance
with the accepted standards, and no attempts should be made to develop the questions
independently. Detailed knowledge, skills, and intuition are required to carry out internal
communication surveys therefore access to proven solutions is very important.
Research on member identification suggests that the strength of identification determines
some critical beliefs and behaviours. Among them are employees. Feelings of interpersonal trust,
goal-setting processes, internalisation of organizational norms and practices, desire to remain
with the organization, and willingness to cooperate with others (Dutton, Dukerich, Harquail,
1994). Employees who identify strongly with their organization are more likely to show a
supportive attitude toward it (Ashforth, Mael, 1989), and to make decisions that are consistent
with organizational objectives (Simon, 1997). Mael and Tetrick (1992) assert that organizational
identification is a promising contribution to the measurement of loyalty and attachment to an
organization.
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Thanks to a communication audit, it is possible to identify missing communication links,
bottlenecks and interferences in the information flow, cases of information overloading, as well
as excessive communication noises, misunderstandings and conflict situations. Such an audit
clearly describes what is happening now and prepares the grounds for making decisions on what
changes should be initiated. It allows determining the standards, on the basis of which future
communication programmes can be subject to implementation and evaluation.
A properly conducted communication audit should consist of four stages (Jones 1975):
1. Survey of the management board and managerial staff – interviews conducted among the
senior executives and middle-level managers in order to identify the strengths and
weaknesses of the organization, its key audience groups, and the issues subject to
verification.
2. Survey of employees – conducted among different internal audience groups in an
organization in order to determine the conformity of their views with the opinions of the
management Board.
3. Assessment of discrepancies – performed on the basis of an analysis of differences in the
survey results at the stage 1 and 2.
4. Recommendations – planning a comprehensive communication programme which would fill
the gaps between the stage 1 and 2 that were identified in the report for the stage 3.
The practice proves that regularly repeated surveys provide concrete and difficult to
challenge proofs determining whether the implemented projects make it closer to achieve the
goals or whether the adopted action plan requires a correction (Downs, Hazen, 1977; Downs,
1990). Managing staff as well as managers of individual organisational levels can find out to
what extent they fulfil their communication role and to what extent their competences in this area
need improvement. The leader of an organization is automatically the designated chief
communication officer, and successful internal communication is impossible without CEO
support because „successful companies lead through effective top-down communication,? (Van
Nostran, 2004). An initiative to carry out a survey is also a signal for the employees that the
decision-makers care about their opinions and want to satisfy their information needs. A
communication audit performs five important functions in the communication management
process inside an organization (Bruhn, 2009):
1. Informational function – it is the starting point in development of a communication strategy
and it examines the degree of conformity with the strategy of the company’s operations; in
particular it can show organizational irregularities in communication activities (determination
of the audience group, selection of appropriate communication channels and tools); it
diagnoses how the information flow is functioning in three basic dimensions: from the
management staff downwards in the organizational hierarchy, from employees to senior
managerial staff, as well as between departments and inside teams.
2. Control function – it shows the effectiveness of internal communication in the process of
realization of company’s strategic goals.
3. Persuasive function – it stimulates the awareness and responsibility of the executive staff and
involves in communication activities, which constitute an example to follow at lower levels
of the organizational structure.
4. Motivational function – it gives a signal to employees that their opinion is important and that
their suggestions and proposals for improvements will be considered.
5. Educational function – it strengthens the awareness of everyone’s own role in the
organization, promotes proper organizational behaviours, as well as defines the
responsibilities and communication roles in the organization.
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It is recommended that an audit be conducted by external auditors in order to maintain
objectivity. Alternatively, a special team consisting of company’s employees who have relevant
experience and skills can be appointed for conducting an audit. However there is a problem that
in Poland there is a shortage of professionals who deal with communication audits at an
appropriate level. This is connected with the fact that even very wealthy Polish companies rarely
commission performance of such an audit, considering it as a superfluous expense. And
companies those have decided to conduct it frequently consider a study presented to them as a
material containing the obviousness – they are unable or unwilling to implement the
recommendations of the auditor and think that they made a mistake by commissioning such an
assessment.
4 Internal communication in Poland against the background of empirical
research
The questionnaire survey covered 119 companies, diversified in terms of the number of
employees (Table 1) and the sector in which a given enterprise operates (Table 2). The
questionnaires were addressed to the people responsible for internal communication in given
organizations. Public Relations agencies were excluded from the survey.
Table 1. The number of companies participating in the survey broken down by the number of employees
Number of employees
Number of companies
participating in the survey
Percentage share of the
companies surveyed
Up to 100 employees 20 16.8
101-500 30 25.2
501-1000 14 11.8
1001-2000 20 16.8
Over 2000 33 27.7
No data 2 1.7
TOTAL 119 100
Source: Own study based on surveys of GFMP Management Consultants
The aim of the survey conducted at the turn of September and October 2010 was to obtain
answers to questions concerning: identification of problems related to internal communication,
importance of communication in an organization, indication of implemented and planned
solutions and tools in the scope of internal communication.
In the survey, respondents pointed out specific problems concerning internal
communication in their companies (Figure 1). The most frequently mentioned problems were as
follows: barriers in communication between departments – so called horizontal communication
(63%), barriers in the information flow from the bottom to the top (58.8%), employees
uninformed about subjects important from the company’s point of view (57.1%), unpunctual
provision of information necessary for employees in their daily work (37%). As it appears from
the surveys, the basic problems in internal communication are related to all three areas of
employee communication.
Another group of problems is so-called managerial communication, namely the low quality
of communication on the part of managers (49.6%) and also blocking of information by
managers (48.7%).
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Table 2. The number of companies participating in the survey broken down by the sector, in which a
given company operates
Companies participating in the
survey broken down by sector
Number of companies
participating in the survey
Percentage share of the
companies surveyed
Finance 16 13.4
Trade, entertainment, services 13 10.9
Public administration and other
public interest establishments
13 10.9
Fast Moving Consumer Goods 11 9.2
Power industry and fuels 9 7.6
Pharmaceuticals 9 7.6
Computers and IT 9 7.6
Industry 9 7.6
Construction sector 8 6.7
Automotive sector 7 5.9
No data 4 3.4
Transport and logistics 3 2.5
Education and training 3 2.5
Other 3 2.5
Telecommunications 2 1.7
TOTAL 119 100
Source: Own study based on surveys of GFMP Management Consultants
Other indicated problems include: lack of clear segregation of responsibilities for internal
communication (34.5%), overloading the employees with information (26.9%), lack of
appropriate communication tools (23.5%), and inefficient use of the communication tools
existing in the company (16%).
The fact that a frequent answer among the respondents was indication of the presence of
gossips in the organization is alarming. As much as 47.9% of the respondents gave such answers.
The fact is that more than half of the respondents (51.3%) notice the growing importance
of internal communication in their company (Figure 2) is optimistic. This is due to economic and
social changes such as globalisation, the growing importance of knowledge, and
individualization. More and more managers notice that the people and organizational culture
constitute a source for building a competitive advantage. However, this noticeable increase in the
role of communication unfortunately does not translate into an increase in the amount of the
funds assigned for communication activities. As many as 47.9% of the respondents are not
satisfied with the funds that their company assigns for the internal communication (27.4% have
no opinion on this issue).
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3.4%
16.0%
23.5%
26.9%
28.6%
29.4%
34.5%
37.0%
37.8%
47.9%
48.7%
49.6%
57.1%
58.8%
63.0%
0% 20% 40% 60%
Other
Ineffecti ve functi oni ng (use) of the exi sti ng communi cati on tool s
Lack of adequate communi cati ons tool s
Empl oyees overl oaded wi th i nformati on
Low pri ori ty assi gned the management board to communi cati on acti vi ti es
Lack of coherence i n communi cati on
Lack of cl ear segregati on of responsi bi l i ti es for i nternal communi cati on
Informati on necessary for empl oyeees i n nthei r dai l y work does not get to them on ti me
Low l evel of empl oyee confi dence i n the formal communi cati on
Li mi ted openness i n communi cati on
Si gni cant rol e of gossi ps i n the company
Low qual i ty of manageri al communi cati on Managers bl ock i nformati on
Empl oyees uni formed sboud subject i mportant from the company's poi nt of vi ew
Barri ers i n the i nformati on fl ow from the bottom to the top
Barri ers i n communi cati on between departments
Figure 1. Problems of internal communication
Source: own study based on the ?Komunikacja wewn?trzna w Polsce 2010? report, GFMP Management
Consultants, November 2010
It is also worrying that as many as 40.2% of the respondents believe that senior managerial
staff is not aware of the importance of internal communication for the success of the company.
51.3%
32.5%
21.4%
25.6%
27.4%
30.8%
23.1%
40.2%
47.9%
0% 20% 40% 60% 80% 100%
The rol e pl ayed by i nternal communi cati on i n my company i s
conti nuosl y i ncreasi ng
Seni or manageri al staff i n my organi sati on i s aware of the
si gni fance of i nternal communi cati on for the success of the
company
I am sati sfi ed wi th the funds my company assi gns to i nternal
communi cati on
Yes It's hard to tel l No
Figure 2. The importance of internal communication in a company
Source: own study based on the ?Komunikacja wewn?trzna w Polsce 2010? report, GFMP Management
Consultants, November 2010
Among the activities related to internal communication in 2010, the respondents strongly
indicated: communicating the changes occurring in the company (66.4%), organizing events and
company meetings (63.9%), communicating a specific project (63%), and improving the existing
internal communication tools (63%). Over 60% of the indications fall to these tasks (Figure 3).
39.5% of the companies took efforts to improve the information flow from the senior managerial
staff to employees. Improvement in the bottom-top communication was mentioned by 29.4% of
the companies. Even more rarely implemented projects were those aimed at improving the
operational communication, i.e. the information flow between departments in company — such
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projects were commenced by 26.1% of the companies. The lowest number of answers indicated
by the respondents (less than 25%) concerned the following tasks: implementation of projects
aimed at building the involvement of employees (21.8%), communication related to the
economic crisis, and thus the information about adapting the company to the changes occurring
in its environment (20.2%), development of employees’ communication skills (20.2%), and
implementation of knowledge management projects (19.3%).
19.3%
20.2%
20.2%
21.8%
26.1%
26.9%
27.7%
29.4%
29.4%
29.4%
39.5%
39.5%
39.5%
41.2%
63.0%
63.0%
63.9%
66.4%
0% 20% 40% 60%
Implementation of knowledge management projects
Development of employees' communication skills
Communication releated to the economic crisis
Implementation of projects aimed at building the involvement
Improvement of horizontal (operating) communication
Developing the internal communication department
Survey (audit) of internal communication/employees' openions
Improvement of the bottom-top communication
Development of managers' communication skills
Crisis communication crisis (related to a specific crisis in the
Introduction of new communication tools
Improvement of the top-bottom communication
Implementation of projects aimed at employee integration
Communication of strategy/vision/value/brand
Improvement of the existing communications tools
Communication of a specific project
Organization of events and company meetings
Communication of changes in the company
Figure 3. The tasks concerning internal communication, on which the companies focused in 2010
Source: own study based on the ?Komunikacja wewn?trzna w Polsce 2010? report, GFMP Management
Consultants, November 2010
The list of planned activities in the area of internal communication differs significantly
from the list of tasks performed in 2010 (Figure 4). More than 30% of the companies plan to
conduct an audit of internal communication, with a special emphasis put on individual opinions
of employees (31.1%) and to introduce new communication tools (30.3%). Over 20% of the
companies intend, inter alia, to develop communication skills of managers (28.6%), implement
projects of building the involvement of employees (27.7%), improve horizontal communication
(26.9%), and develop communication skills of employees (24.4%).
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6.7%
7.6%
8.4%
9.2%
12.6%
13.4%
15.1%
15.1%
19.3%
21.0%
24.4%
24.4%
26.1%
26.9%
27.7%
28.6%
30.3%
31.1%
0% 20%
Communication releated to the economics crisis
Communication of changes in the company
Crisis communication crisis (related to a specific crisis in the company)
Communication of a specific project
Organization of events and company meetings
Developing the internal communication department
Improvement of the existing communications tools
Implementation of projects aimed at employee integration
Improvement of the bottom-top communication
Implementation of knowledge management projects
Improvement of the bottom-top communication
Development of employees' communication skills
Communication of strategy/vision/value/brand
Improvement of horizontal (operating) communication
Implementation of projects aimed at building the involvement of employees
Development of managers' communication skills
Introduction of new communication tools
Survey (audit) of internal communication/employees' openions
Figure 4. The tasks in the scope of internal communication that the companies intend to carry out in the
near future
Source: own study based on the ?Komunikacja wewn?trzna w Polsce 2010? report, GFMP Management
Consultants, November 2010
From among the most frequently used internal communication tools, the surveyed
organizations indicated the direct communication tools addressed to large groups of employees.
They include (Figure 5) integration events and parties (73.1%) as well as meetings and
presentations for large groups of employees (72.3%). Also meetings in teams are arranged very
often (66.4%). In more than half of all the organizations surveyed, traditional printed tools
(bulletin boards, internal publications and posters) are very popular. The most commonly used
electronic tools include intranets (67.2%) and e-newsletters (58.8%).
It seems that new tools, such as social media, discussion forums, chats, social networks,
and blogs, will become more and more important. These media offer unprecedented
opportunities to build mutual relationships between employees, exchange knowledge and
transfer information. More and more companies implement social media, thus creating a virtual
work environment conducive to collaboration, in which people can interact with their colleagues
in the same way as they do it with their friends, but in this case – for the benefit of the business.
However, these are not standard tools and they much more often appear in the list of tools to be
implemented than in the list of the tools already used. Declarations of using these tools were
made by a little more than 10% of all companies surveyed. However, there are reasons to believe
that this situation will change. The companies are interested in new solutions and over 30% of
the respondents indicated the introduction of new communication tools among the projects
planned for implementation. It is worth noting that 15.1% of the respondents plan to implement a
social network inside the company. Implementation of these plans would certainly strongly
change the image of internal communication in Polish companies.
When analysing the results of the surveys, it is worth to mention the revival of basics of
communication – particularly direct face-to-face communication, for which there is still huge
demand among the employees, but not always satisfied. Almost half of the surveyed companies
(42.9%) use the direct visits by the President to individual locations, which proves that there is
an additional motivational function realized simultaneously with the informational and control
function of communication.
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73%
72%
69%
67%
66%
66%
59%
59%
48%
43%
30%
14%
13%
12%
10%
9%
8%
8%
7%
5%
4%
0% 25% 50% 75%
Integration events and parties
Meetings and presentations for large groups of employees
Bulletin boards
Intranet
Meetings and presentations by managers for teams
Internal publications
Electronic newsletters
Posters
Occasionally issued brochures
President's visits to individual locations
Video films
Discussion forum
Chat
Social network
Wiki
RSS
Radio centre/Company radio
Blog
Company TV
Podcasting/Videocasting
Micro blog (Twister)
Figure 5. Internal communication tools used in the surveyed companies
Source: own study based on the ?Komunikacja wewn?trzna w Polsce 2010? report, GFMP Management
Consultants, November 2010
The participants in the survey evaluated critically the functioning of internal
communication in their companies. This proves that there is high awareness of the need to
improve communication and to understand how good internal communication should look like.
At the same time it shows big problems in ensuring an effective shape of communication.
According to the respondents, improvement is required to a relatively least degree in
providing the employees with information on the results of the company and preventing the
information overload. However, the number of indications of the need of improvement is lower
than in the case of other aspects of communication subject to the assessment because of the fact
that for every fifth company surveyed this is not a goal of company communication at all. In all
other aspects of communication, answers indicating the need of improvement far outweigh the
positive opinions on the effectiveness of communication. According to the respondents, an
improvement is required, first of all, in the ability to communicate within the company in order
to build support for the projects or changes being implemented, and ensure that the company’s
strategy is understood and translates to an employee. Subsequently, there were mentioned
aspects related to development of the dialogue with employees, building the credibility and trust
in managers, and managerial communication.
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51%
41%
40%
40%
34%
33%
31%
30%
28%
22%
21%
17%
27%
52%
37%
48%
54%
57%
52%
53%
65%
65%
68%
69%
22%
7%
24%
12%
12%
11%
18%
18%
7%
13%
11%
14%
0% 20% 40% 60% 80% 100%
Providing employees with the information on the results of the company
Providing information to all employees
Prevention of information overload
Having efficient and useful tools of internal communication
Building the expected organizational culture
Increasing the identification of employees with the company
Helps employees in understanding the business
Increased effectiveness of company's operations
Inclusion of the managerial staff in the communication with employees
Developing the credibility and trust of the employees inn the managerial
staff
Ensuring thet the company's strategy is understood and translates to an
employye
Increasing the support among the employees for the projects or changes
being implemented
Communi cati on i s effecti ve Communi cati on requi res i mprovement Thi s i s not the purpose of communi cati on i n our company
Figure 6. Evaluation of the effectiveness of internal communication
Source: own study based on the “Komunikacja wewn?trzna w Polsce 2010” report, GFMP Management
Consultants, November 2010
5 Conclusion
The analysis of the studies carried out clearly demonstrates the increasing role of
communication in an organization. More and more company managers look for sources that
allow building their competitive advantage basing on the organizational culture and people.
Persons responsible for communication processes in an organization have an important role – to
strengthen such awareness continuously. The main task of activities taken in the area of
communication is to support the implementation of company’s strategy. Such activities should
be coordinated under a strategy of communication, which is still absent in many companies, and
linked with the company’s strategy. The condition for developing an effective strategy is to make
a right diagnosis of the initial situation and measure the effects of the implementation of this
strategy. Showing the managing staff the valuable data, which prove the correctness of the
activities taken, contributes actually to increasing the importance of communication in an
organization.
The contemporary environment imposes a leading role on communication when talking
about changes and large projects. This means continuous development of necessary instruments
in the form of skilled managing staff. This means continuous development of credibility of the
managing staff and internal communication through honest and open communication that speaks
about employee issues in a human tone. Restricted openness in communication is a big problem
for many organizations. There are many barriers in the information flow from the bottom to the
top that can be noticed, as shown by the presented surveys. As a result, members of the
managing are cut off from the feedback from employees and from the important information
possessed by rank and file employees who work in the first line. In turn, employees perceive the
managing staff as being cut off from the reality, which damages their image in the eyes of the
employees. The social media which give the employees a better chance for speaking, can provide
the opportunity for many companies to change their culture towards the greater openness. Social
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networks can also play a big role in building close relations between employees and reducing the
barriers between departments. Tools are not everything, but they can help changing the
organization.
Thus, the growing need to develop a strategic and systematic approach to internal
communication is confirmed. The companies that as the first will take more advanced activities
in this area will have a better chance to increase the organizational effectiveness and to achieve
greater involvement of employees, which in turn will translate into an increase in business ratios.
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Addresses of authors:
Monika ZAJKOWSKA, PhD. Anna RYCH?Y-LIPI?SKA, PhD.
Department of Management Department of Management
Hanseatic Academy of Management Hanseatic Academy of Management
ul. Kozietulskiego 6-7 ul. Kozietulskiego 6-7
76-200 S?upsk 76-200 S?upsk
Poland Poland
e-mail: [email protected] e-mail: [email protected]
Agnieszka SA?EK-IMI?SKA, PhD. Aneta MAZUR-JELONEK, PhD.
Department of Management Department of Management
Hanseatic Academy of Management Hanseatic Academy of Management
ul. Kozietulskiego 6-7 ul. Kozietulskiego 6-7
76-200 S?upsk 76-200 S?upsk
Poland Poland
e-mail: [email protected] e-mail: [email protected]
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doc_163604984.pdf
The analysis of the studies carried out clearly demonstrates the increasing role of communication in an organization. More and more company managers look for sources that allow building their competitive advantage basing on the organizational culture and people.
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THE IMPORTANCE OF INTERNAL COMMUNICATION IN POLISH
ENTERPRISES IN THE LIGHT OF THE STUDIES CARRIED OUT
MONIKA ZAJKOWSKA – ANNA RYCH?Y-LIPI?SKA
– AGNIESZKA SA?EK-IMI?SKA – ANETA MAZUR-JELONEK
Abstract
Main purpose of an article is diagnosing of meaning of internal communication in functioning enterprises
in Poland. Article consists of two parts. The first part describes the place of internal communication in
business communication system structure characterizing the two planes of communication activities:
internal and external. This section presents the steps of the communication audit properly. The second
part of the article presents the results of studies on the subject of internal communication in Polish
enterprises. Included 119 surveyed companies varied in terms of: number of employees and sector in
which the enterprise operates. The aim of this study was to obtain answers to questions concerning the
identification of problems related to internal communication, the importance of communication in
organizations, an indication of the implemented and planned solutions and tools for internal
communication. The authors of this article basing on the results of empirical studies carried out by market
research company named GFMP Management Consultants, there were realized in November 2010 in
polish enterprises.
The analysis of the studies carried out clearly demonstrates the increasing role of communication in an
organization. More and more company managers look for sources that allow building their competitive
advantage basing on the organizational culture and people. Persons responsible for communication
processes in an organization have an important role — to strengthen such awareness continuously. The
main task of activities taken in the area of communication is to support the implementation of company’s
strategy. Such activities should be coordinated under a strategy of communication, which is still absent in
many companies, and linked with the company’s strategy. The condition for developing an effective
strategy is to make a right diagnosis of the initial situation and measure the effects of the implementation
of this strategy. Showing the managing staff the valuable data, which prove the correctness of the
activities taken, contributes actually to increasing the importance of communication in an organization.
Key words: internal communication, external communication, communication audit, internal
communication tools.
Classification JEL: M12 – Personnel Management
1 Introduction
In recent years, communication is a very trendy word which electrifies many circles — and
not only business ones. At present, there is no need to remind anyone that the importance of
effective communication in enterprises is increasing every year. This is best proved by the fact
that American companies currently devote more attention to internal communication than ever
before. The people who manage companies have understood how important communication with
employees is – especially in the period of changes (Zajkowska, 2008). Now, when the economic
situation starts improving, a special emphasis is put on internal communication in order to
prevent a situation, where valuable employees are leaving the organization. As Barbara Fagan-
Smith, the founder and CEO of ROI Communication, quotes one of her colleagues at a
conference in Las Vegas: ?Internal communication rules at this moment,? (Kurda, 2011). Is the
growing importance of internal communication also visible among Polish companies? Do
organizations in Poland notice the importance of internal communication for the overall success
of corporate communication and, what’s more important, does this translate into practical
actions? The authors of this paper are looking for answers to such research problems basing on
the results of empirical studies accomplished in November 2010 in enterprises located in Poland.
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The research was realized by market research company named GFMP Management Consultants
(GFMP Management Consultants, 2010).
2 Place of internal communication in communication system of a company
Communication implicitly transmits information, knowledge, and skills from the sender to
end users through a chain of processes that involve message generation, description, and
encoding. Messages are transmitted over a channel of interest, often determined by the sender.
The end user then has to effectively decode, reproduce, and re-create the original message, with
a potential degradation in quality and meaning (Haykin, 2001; Shannon, Weaver, 1949).
There are two planes of communication activities in the structure of company’s
communication system (Zajkowska, 2009):
- internal communication,
- external communication.
Both areas should remain in close relationships with each other, and elimination or
inefficiency of either of them will result in disturbances in the entire system.
External communication is addressed to the company’s customers and other participants in
the market, while internal communication is a process that takes place inside an institution
between all its members. Internal communication is based on relationships between employees
and is an integral part of corporate communication — it takes various forms of interaction:
verbal and written, personal and virtual, individual and group (Gavlas 2008). Regardless of the
type of organization, it is the basis for integration of individual elements of a company. As it is
proved by communication audits, well-informed employees work much more efficiently — even
by 30% according to some auditors. When making an attempt to develop effective
communication with the market, each organization should consider not only its market situation,
but first of all should take a look inside the organization. Effective internal communication can
enhance corporate reputation and credibility, because employees are viewed as particularly
credible sources by external stakeholders (Dawkins, 2004; Hannegan, 2004).
Up to now, communication inside an organization has been treated as a minor activity in
the company’s communication system (Fernandez, Joe, 2009) and it has used communication
techniques and instruments directed towards external recipients. Thinking in terms of the
effectiveness of internal communication should begin with focusing on internal target groups,
which requires different expertise and experience. Nowadays, the skill of proper communication
becomes more and more often a required trait of a good employee. Smooth flow of information
is a foundation for the existence of an organization and thus also the clarity and transparency of
all matters concerning the internal functioning of the company. Regardless of their place in the
organizational structure, all employees should create an efficient system of mutual
communication. Effective, multidirectional and multilateral exchange of information is possible
only then.
Internal communication has been recognized as a strategic focus for business
communication, second only to leadership concerns (Barnfield, 2003). Jo and Shim noted that
„given the emerging paradigm of public relations by relationship management, the terms of
internal communication need to be redefined as part of building favorable relationships between
management and employees,? (2005, p. 278). Managers within organizations are in a role of
personal influence in their relationships with employees. Numerous studies have linked internal
communication and the degree to which employees are informed to job satisfaction and
performance (Gray, Laidlaw, 2002; Bartoo, Sias, 2004; Rosenfeld, Richman, May, 2004; Zucker,
2002).
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Recognition of employees as internal customers of a company requires from the employer
to carry out the research on the needs and expectations of the employees. Based on internal
marketing research, the company’s management determines, among other things, the efficiency
of the information flow between departments and quality of internal services, as well as
particularizes the goals of the planned projects.
3 Communication audit as main tool for building communication strategy
An organization, which wants to take seriously the area of internal communication, should
first demonstrate how the actions taken in the area of communication support the implementation
of its strategy (Cal, Allyson, 2004). It is a necessary condition to measure the effects of the
strategy by conducting surveys concerning communication which allow providing a proof that
the actions are effective and simultaneously enable accurate identification of the needs of the
employees. Showing the managing staff whose internal communication has a positive impact and
that it contributes to achieving the goals of the organization increases the importance of the
corporate communication in a real manner.
Ideally, internal communication strikes a balance between extremes. Communicating too
little creates a vacuum that causes distrust and speculation. However, too much information can
result in information overload or the paradox of plenty in which an overabundance of
information is ignored. Bartoo and Sias (2004) noted that receiving a large amount of
information is not necessarily the same as getting the right amount of information.
Furthermore, employees can receive the right amount of information that does not contain
the right information for them. The right amount, however, is hard to determine. Effective
internal communication strives for information adequacy, which is a measure of the relationship
between information needed and information received (Rosenfeld et al., 2004).
A communication audit consists in a systematic and complete survey of internal and/or
external communication activities. The purpose of such an audit is to document the needs,
policies, practices and possibilities in the scope of communication, as well as to present the
necessary data that allow the management board to take effective decisions regarding future
goals of communication in the organization (Szyma?ska, 2005). Thanks to surveys of internal
communication it can be checked which of its areas function properly, and which not. Such
surveys also allow obtaining quantitative data on the information needs of employees, their
knowledge, the subjects about which they expect more information, and the level of their interest
and commitment (Dutton, Dukerich, Harquail, 1994). Internal communication surveys constitute
an essential tool that allows developing a strategy of actions in the scope of communication.
They also help to convince senior managerial staff that such a strategy is necessary, and as well
as inform them which investments are specifically needed. In order to make the results of an
internal communication survey actually useful, the survey should be carried out in accordance
with the accepted standards, and no attempts should be made to develop the questions
independently. Detailed knowledge, skills, and intuition are required to carry out internal
communication surveys therefore access to proven solutions is very important.
Research on member identification suggests that the strength of identification determines
some critical beliefs and behaviours. Among them are employees. Feelings of interpersonal trust,
goal-setting processes, internalisation of organizational norms and practices, desire to remain
with the organization, and willingness to cooperate with others (Dutton, Dukerich, Harquail,
1994). Employees who identify strongly with their organization are more likely to show a
supportive attitude toward it (Ashforth, Mael, 1989), and to make decisions that are consistent
with organizational objectives (Simon, 1997). Mael and Tetrick (1992) assert that organizational
identification is a promising contribution to the measurement of loyalty and attachment to an
organization.
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Thanks to a communication audit, it is possible to identify missing communication links,
bottlenecks and interferences in the information flow, cases of information overloading, as well
as excessive communication noises, misunderstandings and conflict situations. Such an audit
clearly describes what is happening now and prepares the grounds for making decisions on what
changes should be initiated. It allows determining the standards, on the basis of which future
communication programmes can be subject to implementation and evaluation.
A properly conducted communication audit should consist of four stages (Jones 1975):
1. Survey of the management board and managerial staff – interviews conducted among the
senior executives and middle-level managers in order to identify the strengths and
weaknesses of the organization, its key audience groups, and the issues subject to
verification.
2. Survey of employees – conducted among different internal audience groups in an
organization in order to determine the conformity of their views with the opinions of the
management Board.
3. Assessment of discrepancies – performed on the basis of an analysis of differences in the
survey results at the stage 1 and 2.
4. Recommendations – planning a comprehensive communication programme which would fill
the gaps between the stage 1 and 2 that were identified in the report for the stage 3.
The practice proves that regularly repeated surveys provide concrete and difficult to
challenge proofs determining whether the implemented projects make it closer to achieve the
goals or whether the adopted action plan requires a correction (Downs, Hazen, 1977; Downs,
1990). Managing staff as well as managers of individual organisational levels can find out to
what extent they fulfil their communication role and to what extent their competences in this area
need improvement. The leader of an organization is automatically the designated chief
communication officer, and successful internal communication is impossible without CEO
support because „successful companies lead through effective top-down communication,? (Van
Nostran, 2004). An initiative to carry out a survey is also a signal for the employees that the
decision-makers care about their opinions and want to satisfy their information needs. A
communication audit performs five important functions in the communication management
process inside an organization (Bruhn, 2009):
1. Informational function – it is the starting point in development of a communication strategy
and it examines the degree of conformity with the strategy of the company’s operations; in
particular it can show organizational irregularities in communication activities (determination
of the audience group, selection of appropriate communication channels and tools); it
diagnoses how the information flow is functioning in three basic dimensions: from the
management staff downwards in the organizational hierarchy, from employees to senior
managerial staff, as well as between departments and inside teams.
2. Control function – it shows the effectiveness of internal communication in the process of
realization of company’s strategic goals.
3. Persuasive function – it stimulates the awareness and responsibility of the executive staff and
involves in communication activities, which constitute an example to follow at lower levels
of the organizational structure.
4. Motivational function – it gives a signal to employees that their opinion is important and that
their suggestions and proposals for improvements will be considered.
5. Educational function – it strengthens the awareness of everyone’s own role in the
organization, promotes proper organizational behaviours, as well as defines the
responsibilities and communication roles in the organization.
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It is recommended that an audit be conducted by external auditors in order to maintain
objectivity. Alternatively, a special team consisting of company’s employees who have relevant
experience and skills can be appointed for conducting an audit. However there is a problem that
in Poland there is a shortage of professionals who deal with communication audits at an
appropriate level. This is connected with the fact that even very wealthy Polish companies rarely
commission performance of such an audit, considering it as a superfluous expense. And
companies those have decided to conduct it frequently consider a study presented to them as a
material containing the obviousness – they are unable or unwilling to implement the
recommendations of the auditor and think that they made a mistake by commissioning such an
assessment.
4 Internal communication in Poland against the background of empirical
research
The questionnaire survey covered 119 companies, diversified in terms of the number of
employees (Table 1) and the sector in which a given enterprise operates (Table 2). The
questionnaires were addressed to the people responsible for internal communication in given
organizations. Public Relations agencies were excluded from the survey.
Table 1. The number of companies participating in the survey broken down by the number of employees
Number of employees
Number of companies
participating in the survey
Percentage share of the
companies surveyed
Up to 100 employees 20 16.8
101-500 30 25.2
501-1000 14 11.8
1001-2000 20 16.8
Over 2000 33 27.7
No data 2 1.7
TOTAL 119 100
Source: Own study based on surveys of GFMP Management Consultants
The aim of the survey conducted at the turn of September and October 2010 was to obtain
answers to questions concerning: identification of problems related to internal communication,
importance of communication in an organization, indication of implemented and planned
solutions and tools in the scope of internal communication.
In the survey, respondents pointed out specific problems concerning internal
communication in their companies (Figure 1). The most frequently mentioned problems were as
follows: barriers in communication between departments – so called horizontal communication
(63%), barriers in the information flow from the bottom to the top (58.8%), employees
uninformed about subjects important from the company’s point of view (57.1%), unpunctual
provision of information necessary for employees in their daily work (37%). As it appears from
the surveys, the basic problems in internal communication are related to all three areas of
employee communication.
Another group of problems is so-called managerial communication, namely the low quality
of communication on the part of managers (49.6%) and also blocking of information by
managers (48.7%).
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Table 2. The number of companies participating in the survey broken down by the sector, in which a
given company operates
Companies participating in the
survey broken down by sector
Number of companies
participating in the survey
Percentage share of the
companies surveyed
Finance 16 13.4
Trade, entertainment, services 13 10.9
Public administration and other
public interest establishments
13 10.9
Fast Moving Consumer Goods 11 9.2
Power industry and fuels 9 7.6
Pharmaceuticals 9 7.6
Computers and IT 9 7.6
Industry 9 7.6
Construction sector 8 6.7
Automotive sector 7 5.9
No data 4 3.4
Transport and logistics 3 2.5
Education and training 3 2.5
Other 3 2.5
Telecommunications 2 1.7
TOTAL 119 100
Source: Own study based on surveys of GFMP Management Consultants
Other indicated problems include: lack of clear segregation of responsibilities for internal
communication (34.5%), overloading the employees with information (26.9%), lack of
appropriate communication tools (23.5%), and inefficient use of the communication tools
existing in the company (16%).
The fact that a frequent answer among the respondents was indication of the presence of
gossips in the organization is alarming. As much as 47.9% of the respondents gave such answers.
The fact is that more than half of the respondents (51.3%) notice the growing importance
of internal communication in their company (Figure 2) is optimistic. This is due to economic and
social changes such as globalisation, the growing importance of knowledge, and
individualization. More and more managers notice that the people and organizational culture
constitute a source for building a competitive advantage. However, this noticeable increase in the
role of communication unfortunately does not translate into an increase in the amount of the
funds assigned for communication activities. As many as 47.9% of the respondents are not
satisfied with the funds that their company assigns for the internal communication (27.4% have
no opinion on this issue).
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3.4%
16.0%
23.5%
26.9%
28.6%
29.4%
34.5%
37.0%
37.8%
47.9%
48.7%
49.6%
57.1%
58.8%
63.0%
0% 20% 40% 60%
Other
Ineffecti ve functi oni ng (use) of the exi sti ng communi cati on tool s
Lack of adequate communi cati ons tool s
Empl oyees overl oaded wi th i nformati on
Low pri ori ty assi gned the management board to communi cati on acti vi ti es
Lack of coherence i n communi cati on
Lack of cl ear segregati on of responsi bi l i ti es for i nternal communi cati on
Informati on necessary for empl oyeees i n nthei r dai l y work does not get to them on ti me
Low l evel of empl oyee confi dence i n the formal communi cati on
Li mi ted openness i n communi cati on
Si gni cant rol e of gossi ps i n the company
Low qual i ty of manageri al communi cati on Managers bl ock i nformati on
Empl oyees uni formed sboud subject i mportant from the company's poi nt of vi ew
Barri ers i n the i nformati on fl ow from the bottom to the top
Barri ers i n communi cati on between departments
Figure 1. Problems of internal communication
Source: own study based on the ?Komunikacja wewn?trzna w Polsce 2010? report, GFMP Management
Consultants, November 2010
It is also worrying that as many as 40.2% of the respondents believe that senior managerial
staff is not aware of the importance of internal communication for the success of the company.
51.3%
32.5%
21.4%
25.6%
27.4%
30.8%
23.1%
40.2%
47.9%
0% 20% 40% 60% 80% 100%
The rol e pl ayed by i nternal communi cati on i n my company i s
conti nuosl y i ncreasi ng
Seni or manageri al staff i n my organi sati on i s aware of the
si gni fance of i nternal communi cati on for the success of the
company
I am sati sfi ed wi th the funds my company assi gns to i nternal
communi cati on
Yes It's hard to tel l No
Figure 2. The importance of internal communication in a company
Source: own study based on the ?Komunikacja wewn?trzna w Polsce 2010? report, GFMP Management
Consultants, November 2010
Among the activities related to internal communication in 2010, the respondents strongly
indicated: communicating the changes occurring in the company (66.4%), organizing events and
company meetings (63.9%), communicating a specific project (63%), and improving the existing
internal communication tools (63%). Over 60% of the indications fall to these tasks (Figure 3).
39.5% of the companies took efforts to improve the information flow from the senior managerial
staff to employees. Improvement in the bottom-top communication was mentioned by 29.4% of
the companies. Even more rarely implemented projects were those aimed at improving the
operational communication, i.e. the information flow between departments in company — such
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projects were commenced by 26.1% of the companies. The lowest number of answers indicated
by the respondents (less than 25%) concerned the following tasks: implementation of projects
aimed at building the involvement of employees (21.8%), communication related to the
economic crisis, and thus the information about adapting the company to the changes occurring
in its environment (20.2%), development of employees’ communication skills (20.2%), and
implementation of knowledge management projects (19.3%).
19.3%
20.2%
20.2%
21.8%
26.1%
26.9%
27.7%
29.4%
29.4%
29.4%
39.5%
39.5%
39.5%
41.2%
63.0%
63.0%
63.9%
66.4%
0% 20% 40% 60%
Implementation of knowledge management projects
Development of employees' communication skills
Communication releated to the economic crisis
Implementation of projects aimed at building the involvement
Improvement of horizontal (operating) communication
Developing the internal communication department
Survey (audit) of internal communication/employees' openions
Improvement of the bottom-top communication
Development of managers' communication skills
Crisis communication crisis (related to a specific crisis in the
Introduction of new communication tools
Improvement of the top-bottom communication
Implementation of projects aimed at employee integration
Communication of strategy/vision/value/brand
Improvement of the existing communications tools
Communication of a specific project
Organization of events and company meetings
Communication of changes in the company
Figure 3. The tasks concerning internal communication, on which the companies focused in 2010
Source: own study based on the ?Komunikacja wewn?trzna w Polsce 2010? report, GFMP Management
Consultants, November 2010
The list of planned activities in the area of internal communication differs significantly
from the list of tasks performed in 2010 (Figure 4). More than 30% of the companies plan to
conduct an audit of internal communication, with a special emphasis put on individual opinions
of employees (31.1%) and to introduce new communication tools (30.3%). Over 20% of the
companies intend, inter alia, to develop communication skills of managers (28.6%), implement
projects of building the involvement of employees (27.7%), improve horizontal communication
(26.9%), and develop communication skills of employees (24.4%).
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6.7%
7.6%
8.4%
9.2%
12.6%
13.4%
15.1%
15.1%
19.3%
21.0%
24.4%
24.4%
26.1%
26.9%
27.7%
28.6%
30.3%
31.1%
0% 20%
Communication releated to the economics crisis
Communication of changes in the company
Crisis communication crisis (related to a specific crisis in the company)
Communication of a specific project
Organization of events and company meetings
Developing the internal communication department
Improvement of the existing communications tools
Implementation of projects aimed at employee integration
Improvement of the bottom-top communication
Implementation of knowledge management projects
Improvement of the bottom-top communication
Development of employees' communication skills
Communication of strategy/vision/value/brand
Improvement of horizontal (operating) communication
Implementation of projects aimed at building the involvement of employees
Development of managers' communication skills
Introduction of new communication tools
Survey (audit) of internal communication/employees' openions
Figure 4. The tasks in the scope of internal communication that the companies intend to carry out in the
near future
Source: own study based on the ?Komunikacja wewn?trzna w Polsce 2010? report, GFMP Management
Consultants, November 2010
From among the most frequently used internal communication tools, the surveyed
organizations indicated the direct communication tools addressed to large groups of employees.
They include (Figure 5) integration events and parties (73.1%) as well as meetings and
presentations for large groups of employees (72.3%). Also meetings in teams are arranged very
often (66.4%). In more than half of all the organizations surveyed, traditional printed tools
(bulletin boards, internal publications and posters) are very popular. The most commonly used
electronic tools include intranets (67.2%) and e-newsletters (58.8%).
It seems that new tools, such as social media, discussion forums, chats, social networks,
and blogs, will become more and more important. These media offer unprecedented
opportunities to build mutual relationships between employees, exchange knowledge and
transfer information. More and more companies implement social media, thus creating a virtual
work environment conducive to collaboration, in which people can interact with their colleagues
in the same way as they do it with their friends, but in this case – for the benefit of the business.
However, these are not standard tools and they much more often appear in the list of tools to be
implemented than in the list of the tools already used. Declarations of using these tools were
made by a little more than 10% of all companies surveyed. However, there are reasons to believe
that this situation will change. The companies are interested in new solutions and over 30% of
the respondents indicated the introduction of new communication tools among the projects
planned for implementation. It is worth noting that 15.1% of the respondents plan to implement a
social network inside the company. Implementation of these plans would certainly strongly
change the image of internal communication in Polish companies.
When analysing the results of the surveys, it is worth to mention the revival of basics of
communication – particularly direct face-to-face communication, for which there is still huge
demand among the employees, but not always satisfied. Almost half of the surveyed companies
(42.9%) use the direct visits by the President to individual locations, which proves that there is
an additional motivational function realized simultaneously with the informational and control
function of communication.
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73%
72%
69%
67%
66%
66%
59%
59%
48%
43%
30%
14%
13%
12%
10%
9%
8%
8%
7%
5%
4%
0% 25% 50% 75%
Integration events and parties
Meetings and presentations for large groups of employees
Bulletin boards
Intranet
Meetings and presentations by managers for teams
Internal publications
Electronic newsletters
Posters
Occasionally issued brochures
President's visits to individual locations
Video films
Discussion forum
Chat
Social network
Wiki
RSS
Radio centre/Company radio
Blog
Company TV
Podcasting/Videocasting
Micro blog (Twister)
Figure 5. Internal communication tools used in the surveyed companies
Source: own study based on the ?Komunikacja wewn?trzna w Polsce 2010? report, GFMP Management
Consultants, November 2010
The participants in the survey evaluated critically the functioning of internal
communication in their companies. This proves that there is high awareness of the need to
improve communication and to understand how good internal communication should look like.
At the same time it shows big problems in ensuring an effective shape of communication.
According to the respondents, improvement is required to a relatively least degree in
providing the employees with information on the results of the company and preventing the
information overload. However, the number of indications of the need of improvement is lower
than in the case of other aspects of communication subject to the assessment because of the fact
that for every fifth company surveyed this is not a goal of company communication at all. In all
other aspects of communication, answers indicating the need of improvement far outweigh the
positive opinions on the effectiveness of communication. According to the respondents, an
improvement is required, first of all, in the ability to communicate within the company in order
to build support for the projects or changes being implemented, and ensure that the company’s
strategy is understood and translates to an employee. Subsequently, there were mentioned
aspects related to development of the dialogue with employees, building the credibility and trust
in managers, and managerial communication.
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51%
41%
40%
40%
34%
33%
31%
30%
28%
22%
21%
17%
27%
52%
37%
48%
54%
57%
52%
53%
65%
65%
68%
69%
22%
7%
24%
12%
12%
11%
18%
18%
7%
13%
11%
14%
0% 20% 40% 60% 80% 100%
Providing employees with the information on the results of the company
Providing information to all employees
Prevention of information overload
Having efficient and useful tools of internal communication
Building the expected organizational culture
Increasing the identification of employees with the company
Helps employees in understanding the business
Increased effectiveness of company's operations
Inclusion of the managerial staff in the communication with employees
Developing the credibility and trust of the employees inn the managerial
staff
Ensuring thet the company's strategy is understood and translates to an
employye
Increasing the support among the employees for the projects or changes
being implemented
Communi cati on i s effecti ve Communi cati on requi res i mprovement Thi s i s not the purpose of communi cati on i n our company
Figure 6. Evaluation of the effectiveness of internal communication
Source: own study based on the “Komunikacja wewn?trzna w Polsce 2010” report, GFMP Management
Consultants, November 2010
5 Conclusion
The analysis of the studies carried out clearly demonstrates the increasing role of
communication in an organization. More and more company managers look for sources that
allow building their competitive advantage basing on the organizational culture and people.
Persons responsible for communication processes in an organization have an important role – to
strengthen such awareness continuously. The main task of activities taken in the area of
communication is to support the implementation of company’s strategy. Such activities should
be coordinated under a strategy of communication, which is still absent in many companies, and
linked with the company’s strategy. The condition for developing an effective strategy is to make
a right diagnosis of the initial situation and measure the effects of the implementation of this
strategy. Showing the managing staff the valuable data, which prove the correctness of the
activities taken, contributes actually to increasing the importance of communication in an
organization.
The contemporary environment imposes a leading role on communication when talking
about changes and large projects. This means continuous development of necessary instruments
in the form of skilled managing staff. This means continuous development of credibility of the
managing staff and internal communication through honest and open communication that speaks
about employee issues in a human tone. Restricted openness in communication is a big problem
for many organizations. There are many barriers in the information flow from the bottom to the
top that can be noticed, as shown by the presented surveys. As a result, members of the
managing are cut off from the feedback from employees and from the important information
possessed by rank and file employees who work in the first line. In turn, employees perceive the
managing staff as being cut off from the reality, which damages their image in the eyes of the
employees. The social media which give the employees a better chance for speaking, can provide
the opportunity for many companies to change their culture towards the greater openness. Social
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networks can also play a big role in building close relations between employees and reducing the
barriers between departments. Tools are not everything, but they can help changing the
organization.
Thus, the growing need to develop a strategic and systematic approach to internal
communication is confirmed. The companies that as the first will take more advanced activities
in this area will have a better chance to increase the organizational effectiveness and to achieve
greater involvement of employees, which in turn will translate into an increase in business ratios.
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Addresses of authors:
Monika ZAJKOWSKA, PhD. Anna RYCH?Y-LIPI?SKA, PhD.
Department of Management Department of Management
Hanseatic Academy of Management Hanseatic Academy of Management
ul. Kozietulskiego 6-7 ul. Kozietulskiego 6-7
76-200 S?upsk 76-200 S?upsk
Poland Poland
e-mail: [email protected] e-mail: [email protected]
Agnieszka SA?EK-IMI?SKA, PhD. Aneta MAZUR-JELONEK, PhD.
Department of Management Department of Management
Hanseatic Academy of Management Hanseatic Academy of Management
ul. Kozietulskiego 6-7 ul. Kozietulskiego 6-7
76-200 S?upsk 76-200 S?upsk
Poland Poland
e-mail: [email protected] e-mail: [email protected]
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