Strategic Communication Audit - Case Study Example

Strategic Communication Audit Student Name: Institution: City: Date Due: Table of Contents Table of Contents 2 Abstract 3 1.0 Introduction 4 1.1 Purpose and Rationale of this Communication Audit 5 1.2 Aims and Objectives 6 1.3 Background 6 1.3.1 Organizational Overview: Apple Inc. 7 1.4 Research Questions 7 1.5 Limitations 7 2.0 Literature Review 7 2.1 Communication as a management function 7 2.2 Internal Communication in an Organization 8 2.3 Summary 10 3.0 Methodology 10 4.0 Findings 11 4.1 Current situation with internal communication at Apple Inc. 11 4.2 Issues affecting internal communication at Apple Inc. 12 4.2.1 Privacy 13 4.2.2 Intercultural Communication Issues 14 5.0 Conclusion 15 Bibliography 16 Abstract Management, is a universal business phenomenon, whose main role is to direct numerous individual efforts towards a fixed purpose in all organizations. This paper speaks to the fact that among the core functions of management is the process of communication. Therefore, the objective of this paper is to investigate through a case study, the vital prominence of internal communication as an essential component of organization management. Primarily, special emphasis is accorded to efficient internal communication, as an element that is vital and significant for the development, management and efficient functioning of any company. Additionally, this paper underscores another key aspect of effective internal communication, as a key prerequisite for creating a good external communication or public relations. 1.0 Introduction The success of any organization hinges on the way the firm communicates with its internal stakeholders mainly its employees. Indeed, employees are the face of a company and have the capacity to “sell” to the organization’s external stakeholders on numerous levels as long as they have clear information and accurately understand their company’s goals and objectives. Notably, where employees have insight into the organizational strategy and development plans, they are more engaged as they are able to understand how their distinctive role contributes significantly, to the organization’s success. Accordingly, employee engagement augments collaboration and subsequently, have a positive effect on overall organizational productivity and, ultimately drive greater profitability. According to Towers (2011), effective communication is strongly related to financial performance, whereby organizations that are highly effective at communication are approximately two times as likely to outperform their competitors (Towers, 2011). Effective communication starts with the recognition of the crucial role internal communications plays as a vital approach for advancing information sharing, in all directions of an organization: upward, horizontally and downward. For an organization to empower its employees and ensure that they convey unified and coordinated messages, the firm must employ the “multi-dimensional distribution of strategic messages.” In simple terms this means that the organization’s internal communications must provide, in abundance, the critical data points required by its employees, as well as adequately address any organizational concerns, regardless of when, how or where they surface. Evidently, communication has an active role in defining the nature of an organization, in terms of, for instance, its internal environment, (that include its culture and climate) and operational processes of, for instance, collaboration among units and the degree of integration, and the configuration of operational undertakings, processes and objectives. Accordingly, if the impact of communication is crucial, then the extent of the effect alongside the ability of management thereof to benefit from communication as a strategic driver in organizational success, is substantial. In light of this argument it has become necessary for organizations to analyze the effectiveness of communication within the intraorganizational context. 1.1 Purpose and Rationale of this Communication Audit As mentioned before, communication has become an important concept in the organizational context particularly due to the fact that it has a significant effect on overall organizational success (Towers, 2011). Typically, it appears that communication is reserved for what is considered as corporate communication and marketing or rather, marketing communication in many businesses. Moreover, it also seems that majority of companies pay minimal attention to internal communication, as a fundamental principle of integration. The end outcome, especially in multinational organizations, is that different business units tend to operate in isolation with regard to the numerous aspects of the business, particularly in communication. Accordingly, it is crucial for organization’s management to recognize that a successful business requires a strategic and integrated approach to internal communication. Further, management must understand that this strategic and integrated intraorganizational communication allows the firm to anticipate and plan in advance, the objectives and goals of communication as a whole , as well as, how to obtain the best value from it. Moreover, management must understand that when communication is ineffective, the entire organization suffers. Indeed, mistakes arising from a lack of communication, irregular and untimely communication carry a huge financial cost due to lost time, missed deadlines, and wasted product. Similarly, the lack of internal exchange of information associated with the work/business activity and with the all company activities may result in a significant damage to the organization’s external communication or public relation (Dzamtoska , et al., 2013). 1.2 Aims and Objectives The focal point of this communication audit is to establish if intraorganizational communication and its integration contributes to, or inhibits, smooth operations of the organization as a complete system. The audit includes analyzing issues concerning operations, systems and people impacting on intraorganizational communication and also provides an interpretation of underlying issues/factors in order to conduct a comprehensive evaluation of the integration of internal communication in the case study organization. 1.3 Background As background to this Audit an organizational summary of the organization on which the case study is based and the relationship of the topic to the communication discipline are provided. The choice of organization for the current audit is partially based on the access the researcher has to the organization’s data and information, that it is an international progressive organization which allowed the researcher to examine the multinational employee aspects and the researcher’s own interest in the information technology sector. 1.3.1 Organizational Overview: Apple Inc. Apple Inc., headquartered in California, is a multinational company that deals in consumer electronics, computer software and personal computers in 408 retail stores throughout fourteen countries. Apple Inc. is also the owner of the online Apple Store and iTunes store. Founded in 1976, Apple Inc. is a large publicly traded company with an estimated value of US$415 billion and a worldwide annual revenue of approximately $156 billion (Bellis, 2013). 1.4 Research Questions This Audit will be guided by the following questions: i. What are the existing channels of internal communication at Apple Inc.? ii. What could be the factors affecting internal communication at Apple Inc.? 1.5 Limitations This audit is limited by the lack of adequate information in the public arena regarding the internal work processes of Apple Inc. as well as the fact that the researcher will not physically visit the organization to gather data. Accordingly, the researcher will rely on information found on the internet sources regarding the company. 2.0 Literature Review 2.1 Communication as a management function Management is defined as the act of influencing the activity of people with the aim of achieving the predetermined desired goals. Management includes functions such as decision making, planning, staffing, organizing, directing (coordination), and controlling both organizational material and human resources (Miller, 2012). According to Henry Fayol in his functional management theory, management is a decision making process in which managers are required to apply their skills and knowledge in decision making using communication, in order to influence and direct others towards accomplishment of the set objectives (Dzamtoska , et al., 2013). Henry Fayol posits that all managers must perform the five main functions including forecasting and planning, organizing, commanding, coordinating and controlling. However, Fayol adds that for managers to execute these tasks effectively and efficiently, communication both within and outside the organization must be occur. Specifically, in order to plan effectively the manager obtain accurate and relevant information; and for the plan to activated and implemented, the manager must communicate it to his/her employees. Moreover, without efficient internal communication, managers cannot effectively organize, coordinate, motivate and control organizational human and material resources (Grandjean & Gueguen, 2011). In other words, the successful execution of the prescribed management functions depends heavily on the existing flow of company communication and the accuracy of transmitted information (be it from top down in form of an order or decision; from the bottom up such as reports on task execution; or horizontally for coordination among teams or departments). Essentially, communication is vital in management since it acts as a catalyst for the exchange of facts, opinions, ideas and feelings regarding the behavior of each other. As such, without communication it is impossible to build or sustain any form of social action and organization (Dzamtoska , et al., 2013). 2.2 Internal Communication in an Organization Internal communications refers to the communications among individuals or groups at different levels and in various areas of specialization within the organization. Internal communication also refers to those transactions that are aimed at designing and redesigning of the organization as well as coordinating the day-to-day activities (Erkkila, 2010). Internal communication takes various forms including informative (to convey particular information, or inform about specific events or activities); directive (to provide guidelines or direct supervision to established organizational guidelines); interactive (where employees engage in mutual information exchange); and indirect communication (to accelerate organizational changes or to mobilize employees regarding changes) (Shachaf , 2008). Today, internal Communications has progressed beyond its constituent methods, broadcasts and publications. It is more about creating and sustaining a unique corporate culture and generating the potential to motivate organizational change. Through internal communication, an organization is able to construct a clear and accurate company image among its internal publics. Additionally, internal communication allows employees to coordinate the work processes vital for the effective functioning of any organization. Notably, employees today desire more information regarding the company they work for; consequently, internal communication acts as a catalyst to effective coordination, organizational excellence and effectiveness (Denisova, 2007). Indeed, when employees possess adequate information and are sufficiently motivated, they are able to easily and better expound the company's activities in daily contacts. An organization’s public perception or image is generated by its employees, through their statements and behavior. Where employees are content with their own company, they will convey that satisfaction to the public and thus strengthen its image (Chihocky & Bullard, 2009). 2.3 Summary Indeed, in modern organizations, internal communication is a source of timely and regular information for both managers and employees regarding their individual tasks as well as the overall functions of the organization. It also allows for the streamlined progression of the work processes without deviations, disturbances, omissions, deficiencies, or delays in the activities. Consequently, internal communication is critical for the establishment of effective work environments and healthy working relationships within the organization. It is also extremely vital as a public relations tool for creating and sustaining a successful external communication. Moreover, effective internal communication is essential for the execution and implementation of the organizational plan and management functions. On the other hand, ineffective internal communication may result in misunderstandings; information deficits; employee disincentives; conflicts among employees and management; declined employee performance; and weakening of the organization’s external communication. 3.0 Methodology For this audit, the researcher opted to use a qualitative research approach. The primary data collection method was through collection of available literature on the concept of internal communication and specific information regarding Apple Inc. Data was gathered from peer reviewed journals, online academic sources as well as relevant company websites. The search criteria included terms like business communication, internal communication; organization structure at Apple Inc.; management practices at Apple Inc., internal systems at Apple Inc., review of Apple Inc. communication strategies etc. 4.0 Findings 4.1 Current situation with internal communication at Apple Inc. An assessment of available data shows that internal communication is present at Apple Inc. the company employs a variety of communication channels in its day to day activities. However, the overriding communication policy at the organization is to safeguard company trade secrets. As such, employee interactions over the existing channels are closely monitored to ensure that employees abide by the organizational policy. The first channel of communication at Apple Inc. is face-to-face communication which plays a significant role daily communication at Apple Inc. The company employs an open office floor plan, where offices are planned and built in a manner that ensures no employee has their own separate office, except for only the vice presidents and CEOs. Employees work in open work spaces designated by their area of specialization. This office plan facilitates conversation and interactions among employees regarding tasks and organizational activities. The second form of internal communication is personnel meetings which are organized within each separated departments both at the company headquarters as well as across all its outlets around the world. The meetings are conducted weekly specifically on Mondays and are convened to discuss current issues within departments, achievements/accomplishments, actions to be taken, and allocation of responsibilities among others. Apple’s CEO also conducts weekly meetings with the executive management team to review key company projects. Another form of communication at Apple is group meetings where employees gather together a few times every year. At these meetings, employees take stock of their accomplishments within a specific timeline, determine what changes have occurred and identify future plans. Employees may also gather before the launch of a new product or if major organization wide changes are scheduled. Email is another important method of internal communication at Apple Inc. Email is extensively used in the organization for communication with the interdepartmental interactions, customers, among employees, across outlets around the world and for informative purposes. Notably, the typical working day of every employee at Apple begins with reading his or her email. Internal communication also occurs through Skype messenger and other video conferencing protocols at Apple. These channels are usually used to communicate with colleagues within specific areas of specialization or departments as well as Skype-calling other colleagues from different countries. News bulletins are another channel of communication at Apple that is used to update employees on upcoming events, important decisions, and reminding employees regarding company objectives as well as regulations. Further, the company’s internal servers act as an important source of information and method of internal communication. Every employee at the company have access to the company servers though this is regulated by their level and position in the organization hierarchy. From the servers, employees can access, information regarding their clients, ongoing projects, product launches, other employees, company regulations and strategic plans. Lastly, internal communication at Apple also occurs through channels like the company’s own website, social media, Company Calendar, Data DVDS and CDs, and the company’s storage cloud. 4.2 Issues affecting internal communication at Apple Inc. The main aim of this communication audit was to determine the key issues affecting internal communication at Apple. Consequently two main issues have been identified. 4.2.1 Privacy The major issue affecting internal communication at Apple is privacy. While numerous studies and investigations have been conducted on Apple, very little is known about the institution itself. Majority of the studies on Apple have always focused on its products and its top managements (particularly its late CEO, Steve Jobs). This dearth of information is by design entrenched in the organization itself. Apple strives to maintain secrecy regarding its corporate culture, opting to steer information towards its products instead of its work processes. According to former employees at Apple, whenever new projects are in progress, the company installs new security protocols, transparent windows are frosted and doors are erected to create lockdown rooms. The main purpose for such measures is to ensure that no information goes in or out. This is disconcerting for employees since they are unable to access critical information or cannot access sections of their departments that they were free to access previously. Apple uses secrecy as a strategy to keep its products and practices concealed from its competitors and the public world. To the external environment, this strategy is effective since it acts to keep the firm’s innovations secret and preserve its trade secrets. However, this strategy affects internal communication in that the cloaking approaches create barriers among employees and departments. Moreover, in most cases employees are unable to contribute at personnel meetings since they have little or no idea of what it is they are working on. Some reports have also mentioned that new recruits at Apple are often hired into “dummy positions” where their key roles or job descriptions are not made clear or explained fully, until they officially join the company. This creates frustration for the new employees trying to adjust and fit into a new work environment which in turn affects their performance. Additionally, secrecy affects the discharge of management functions since it is difficult to implement plans and organize employees if they do not have sufficient information regarding specific tasks. This also affects the ability to management to effectively motivate their employees since they already feel shut out. Moreover, the nature of secrecy and its influence on employee satisfaction has an impact at the public perception/image of Apple. This is evidenced by the negative reports and accounts given by former Apple employees. 4.2.2 Intercultural Communication Issues Another key challenge to internal communication at Apple is intercultural differences among its employees across the world. Notably, one of the greatest challenges of communicating with Apple’s outlets worldwide is the difference in time zones. For instance, if an employee in the US needs information from a colleague in China, they will not get a response until the following day sue to the 12-15 hours difference. Another issue in intercultural communication is language barriers. As in any other multinational organization, Apple Inc. tailors its internal and external messages for the various cultures and languages involved in their operations. Naturally it is challenging for the company to ensure that they respect the ideas, cultural differences and knowledge of its employees across geographical border. Significant challenges/conflicts arise when striving to demonstrate the desire to understand and incorporate the various cultures in the firm. Specifically, pretending that cultural difference are nonexistent in the organization may create blind spots leading to a toxic organization culture (Bloch & Whiteley, 2009). Further, intercultural communication at Apple is influenced by context which determines how individuals understand messages from the setting or the words being exchanged. Cultures are generally categorized as being high context or low context depending on the communication settings (Shachaf , 2008). In high-context cultures, individuals interpret messages based on the overall message settings, making communicated messages ambiguous or vague. In high-context cultures, emphasis is placed on nonverbal cues and the speaker’s personal background, while in low-context cultures individuals depend more on explicit verbal content of messages. Consequently, frustration in internal communication may arise where individuals from low and high context cultures interact. Another challenge in intercultural communication is issues of communication styles where different cultures tend to be direct and frank while others tend to be indirect. By contrast, indirect communicators may denounce openness or frankness since it could lead to a loss of face while directness may be considered as a deficiency in intelligence. Indirect communicators focus more on maintaining smooth interpersonal relations among employees and maintain harmony. As such, they tend to avoid embarrassing or offending other individuals. These issues in intercultural communication have a critical impacts on the management functions especially planning, organizing, controlling, motivating and coordinating employees. 5.0 Conclusion It is evident that Apple has a well-designed system of internal communications characterized by exceptional professionalism and a coordinated flow of information. However, the general view is that the company’s privacy strategy serves to stifle internal communication which is affecting both the execution of management tasks as well as the firm’s external image. In addition, issues in intercultural communication such as high-low context cultures and communication styles affects how the company communicates with its internal publics. Accordingly, this audit recommends that Apple revises its privacy and secrecy policy in order to improve employee engagements. Bibliography Bellis, M., 2013. The History of Apple Computers. [Online] Available at: http://inventors.about.com/od/cstartinventions/a/Apple_Computers.htm [Accessed 9 October 2013]. Bloch, S. & Whiteley, P., 2009. How to manage in a flat world: 10 strategies to get connected to your team wherever they are. Upper Saddle River, New Jersey: FT Press. Chihocky , J. & Bullard, M., 2009. How Strategic Internal Communications Can Positively Affect Your Business, s.l.: JANSON Communications. Denisova, T., 2007. Internal Communication problems in a Multinational Company: Lamor Group, s.l.: Haaga-Helia University of Business and Applied Sciences. Dzamtoska , S., Matlievska, M. & Denkova, J., 2013. Internal Communication As A Precondition For Succeddful Management: A Theoretical Approach. Journal of Process Management – New Technologies, International, 1(2), pp. 96-101. Erkkila, L., 2010. Internal Communication Issues in a Multinational Company: Logonet Group, Tampere: Tampereen Ammattikorkeakoulu University of Applied Sciences. Grandjean, I. & Gueguen, N., 2011. Testing a binding communication strategy in a company: how could persuasive information be more efficient?. Social behavior & personality : an international journal, 39(9), pp. 1209-1216. Miller, K., 2012. Organizational Communication: Approaches and Processes. 6th ed. Belmont, CA: Thomson Wadsworth. Shachaf , P., 2008. Cultural diversity and infromation and communication technology impacts on global virtual teams: An exploratory study. Infromation and Management, 45(2), pp. 131-142. Towers, W., 2011. 'Clear direction in a complex world' 2011-2012 Change and Communication ROI Study Report, s.l.: Change and Communication ROI Study . Read More