The Communication Structure at the University of South Australia - Case Study Example

Title Report prepared for: (Person requesting report – for internal report, could be CEO) Prepared by: Your name Date Executive Summary Taking the general format of a report, this paper discusses the findings of a strategic audit of internal communication at the University of South Australia. It takes one through the various forms of tools used to facilitate internal communication at the university while also drawing from previous documentations of research in the field of communication. It reveals that there are not so many relevant sources, giving the impression of a field of study that still hides many uncharted paths. The report attempts to answer the question, “Why is this mode of communication relevant for use in the university, and is there a better alternative that might have been used instead?” Also emergent in the report is the multi-faceted appearance of the communication structure within the institution, this being tied to the dictum of the university that aims to be all-inclusive of people from all walks of life whether as employees or as students, without regard to their ethnic origins or the presence of any disabilities. The report not only sheds light on appropriate usage of emergent technologies but it also touches on some of the vices that may prevail as a result, without the institutionalization of mitigatory measures. Table of Contents Executive Summary ii Table of Contents iii Introduction 1 Conclusion 5 Recommendations 6 References 7 Bibliography 8 Appendix 9 Introduction This paper presents the method, findings and conclusions reached after carrying out a strategic audit of the internal communications processes of the University of South Australia Student Supportive. In particular, the report focuses on the manner through which internal communication in the university reflects the culture of the institution, and the structure thereof, and how it relates to these two aspects. Not only does it discuss written and verbal means of communication, but also communication that requires the usage of digital networking tools, particularly intranet systems. The audit takes a two-pronged approach, looking at whether or not a particular means of communication is present within the institution. It also attempts to provide a rationale for the presence or absence of the said means of communication. In addition to the above features of this audit report, credence is given to supportive literature relevant to the topic being studied. The approach shall be wide sweeping, without particular emphasis on any two sub-institutional interactions, but rather how (and probably why) different groups interact with each other; and how the means of communication chosen is supported by the institution. It nevertheless also looks at the degrees to which the means of communication are effective, and the short-comings they might have experienced, whether anticipated or unprecedented. Internal Communication Systems at UniSA Through a sheer observationary approach, an audit of the internal communication as done in UniSA was carried out. a. Literature review As regards papers written about internal communication processes, there are not appreciatively as many as would permit free maneuverability of choice. The majority of literature stem from organizational psychology and organizational communication; from which one may take two perspectives regarding internal communication. Indeed, the integration of internal and external communication seems defeatist in that the messages intended for one group may not be relevant to the other, and may even be a sinister tool against the perpetuity of the organization (Vercic, Vercic and Sriramesh, 2012). One the one hand, none of the four dimensions of communication mentioned by Welch and Jackson (2007) seems to include internal communication within a university setting. Kalla (2005) also seems to have overlooked this setting while talking about four domains of communication. As such, the integration of a fifth domain or dimension appears to be pertinent to the future of communication research. Additionally, no better setting than that of a university gives weight to the need for a redefinition of internal communication. Apparently, communication within a university may be a conglomeration of domains/dimensions, which makes it difficult to attribute it to just one domain/dimension. b. Heterogeneity of Internal Communication at UNISA For an organization to be effective in its mission, a foolproof communication strategy/structure is imminent. The university, being a heterogeneous entity, requires its communication structure to take into account the multicultural aspects it represents. Therefore, it is expected that the university shall also have heterogeneity of internal communication systems reflecting the envisaged multiculturalism. In addition, heterogeneity encompasses the presence of people with disabilities among the various stakeholders in the institution. It is opined that the UNISA caters for individuals from both sides of the divide, thereby sidelining none of them. c. UNISA Culture The university seeks to uphold a culture of equity and diversity in which people are given equal opportunity to access education and employment without due regard/disregard to their differences in physique or such aspects that would render some individuals to be at a disadvantage. UNISA, therefore, treats all students and members of staff with respect and dignity, such that it does not condone discrimination on account of disabilities, ethnicity or gender. The university also recognizes the presence and special needs (if any) of natives, going as far as making a mention of their support of the native religions in their website (UNISA, 2015). d. Suggestion Boxes Among the communication tools observable at UNISA are suggestion boxes for internal students. These are said to be usable as data collection tools (Farnum, Baird and Ball, 2011), but they are rarely employed for that specific purpose. At UniSA, this communication tool is used for gathering information about general grievances and suggestions for improving the deiivery os certain services within the institution. Of particular interest is how the practice of strategically placing a suggestion box around/within the campus library premises appears not to have gone unheeded at UniSA. Most tertiary learning institutions invariably place suggestion boxes within the vicinity of the college library however, giving an objective assessment of its effectiveness seems to be out of reach unless one delves into the specific aims of different departments with regard to the insights they can garner from suggestion boxes. e. Meetings Although rarely used for communication between the administration and students, meetings are the mainstay of message delivery among various departments. According to Geimer, Leach and DeSimone (2015), meetings are thought to be counterproductive because they reflect bad usage of time as a non-renewable resource. It may be conjectured that at UniSA meetings are utilized at a suboptimal level because of the reason stated above. However, students’ clubs and societies still use them to strengthen their unity in addition to message delivery. f. Hand-held devices and online communication The proliferation of internet-based tools/instruments of communication including hardware and software elicits communication on-the-go. Hand-held devices being easily accessible implies that portability confers upon people the ability to reach others even when they are in locations considered to be remote. These hand-held communication devices include cell phones, tablets and iPods among others. At UniSA, support for web-based communication appears in form of the university website that not only indulges public scrutiny but also has a login-only area that demarcates the contents that can be seen by everyone from those that set aside for members of staff. Consideration is also given towards staff-student interaction online, through which course outlines, assignments and various subjects may be sent to and fro. Furthermore, the institution in keeping with its dictum of equity and diversity, upholds its culture even within this domain, in two fronts. On the one hand, the web site boasts of ease of usage for people with congenital disabilities or those who might have acquired them with the passage of time. On the other hand, while also keeping abreast with advances in technology, the university remains privy of the fact that not everyone can keep apace. Therefore, the website has been developed in such a way that it offers support to both the new versions of browsers and the old versions too. Whereas some entities would consider old browser versions to be obsolete and thereby rendering them unusable by some people, the UniSA website is all-inclusive. g. Pros and Cons Present-day tertiary level scholars are considered to be the digital generation, otherwise also known as the “Google Generation” (Nicholas, 2010) or the wireless generation (). However, communication at UniSA still utilizes the older generation telephones as well. It may well be that the university attempts to integrate internal and external communication not only through the usage of telephones, but also through digital platforms like Facebook. The effectiveness of social media as advocating for change is undeniable. However, advances in technological paraphernalia also portend changes in behavior, some of which are counterproductive. Without proper cautionary steps being taken, for example, the usage of digital platforms would preclude the need for students’ physical presence during lectures and other activities. In effect, cases of absenteeism and other accompanying vices would be on the increase. Conclusion The audit of UniSA with regard to internal communication reveals that the institution is multifaceted yet cautious of inclusivity by allowing new generation and old generation versions of the same tools to be used simultaneously. Among the ante types are meetings, suggestion boxes and corded telephones. Likewise, the new generation tools are self evident. Advances in technology have associative disadvantages particularly the rise of habits previously regarded by many people as vices that need to be shunned. Some modes of communication not discussed in this report include message boards, which seem to have been replaced with online versions of the same. At UniSA, even the people living with disabilities and natives who might be sidelined elsewhere can say that they have a placae where they feel they belong. Giving an objective and unbiased assessment of the various aids to communication used at UniSA is crippled by the sheer absence of relevant sources bearing the required information. Recommendations The findings of the audit suggest that UniSA may only need to cange its approach to internal communication with changes/advances in technology. The current approach is both relevant and effective given its consideration of diversity that is tied to the would-be guiding principles of the institution. References Cheney, G., & Christensen, L. T. (2001). Organizational identity: Linkages between internal and external communication. In F. M. Jablin, & L. L. Putnam (Eds.), The new handbook of organizational communication: Advances in theory, research, and methods (pp. 231–269). Thousand Oaks, CA: Sage. Farnum, C. M., Baird, C., and Ball, K. (2011). Can I make a suggestion? Your library’s suggestion box as an assessment and marketing tool. Partnership: The Canadian Journal of Library and Information Practice and Research, 6(1). Geimer, J, L., Leach, D. J., and DeSimone, J. A., Rogelberg, S. G., and Warr, P. B. (2015). Meetings at work. Journal of Business Research, 68(9) Kalla, H. K. (2005). Integrated internal communications: A multidisciplinary perspective. Corporate Communication, 10, 302–314. Lin, W., Zhang, X., Jung, J., and Kim, Y. (2015). From the wired to the wireless generation. Investigating teens’ internet use through the mobile phone. Telecommunications Policy, 37(8) Nicholas, D. (2010). The behavior of the researcher of the future (the “Google generation”). Art Libraries Journal, 35(7) Quinn, D., & Hargie, O. (2004). Internal communication audits: A case study. Corporate Communication, 9(2), 146–158. Robson, P., & Tourish, D. (2005). Managing internal communication: An organizational case study. Corporate Communications: An International Journal, 10(3), 213–222. Vercic, A. T., Vercic, D., and Sriramesh, K. (2012). Internal communication: Definition, parameters, and the future. Public Relations Review, 38, 223 - 230 UniSA (2015). Web accessibility. Retrieved from www.unisa.edu.au/Footer-links1/Web-accessibility/ Welch, M., & Jackson, P. R. (2007). Rethinking internal communication: A stakeholder approach. Corporate Communications, 12, 177–198. Bibliography Christensen, C. M., Anthony, S. D., and Roth, E. A. (2004). Seeing What’s Next. Massachusetts: Harvard Business School Press. This is a book in which three authors work at theorizing about future business trends based on the effects of information technology. They use innovation theory to help analysts make informed decisions regarding possible industrial changes brought about by innovation. Grimshaw, J. and Mike, B. (2008). How Mature is Your Internal Communication Function? Strategic Communication Management, 12:3, 28-31. Grimshaw, J. and Mike, B. (2008). How Mature is Your Internal Communication Function? Strategic Communication Management, 12:3, 28-31. According to these authors, strategic involvement is a necessary inclusion if internal communicators are to be of help to a business. The evaluation of how much such players should be involved seems to present a difficulty, which is the purpose of these authors to mediate. Harmon, A. (2003). Instant Messaging leaves School for Office. New York Times Hamon, a national correspondent of the New York Times, spells out the difficulties faced during the advent of instant messaging, laying emphasis on how instant messaging is utilized at the workplace. Jacobs, H. (2006). Lessons Learned in Internal Communication. Credit Union Management, 29:5, 26 In this article, Jacobs discusses how internal communication can be utilized, drawing from the experiences of a Chief executive officer. It brings to light the changing aspects of workplace communication as engendered by technological advances. Kitchen, P. F., and Daly, F. (2002). Internal Communication During Change Management. Corporate Communications: An International Journal, 7:1, 46-53. In this article, change management is defined, and internal communication as well. Through the article, readers are made privy of other forms of communication apart from formal communication. Appendix Read More