Internal Comm and Change Mgt

7/26/2019 Internal Comm and Change Mgt

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Welcome to thispresentation

Researchers and Presenters

Archana B

Janice ADolly K

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Internal Communication and

the management of change atOpen University


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!esearch

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#or some $no%ledge What is internal communication?

Ana &$alac 'er(i( et al) *+1, - Internalcommunication is .an interdisciplinary functionintegrating elements of human resources

management/ communication and mar$eting)0


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What is change?

According to the online o2ford dictionary/ achange is .An act or process through %hichsomething 3ecomes di4erent0) Considering this

de5nition/ %e can conclude that a change in acompany can 3e a change of 3rand/ of products oreven a change of the 3oard of management) &hisis %hy internal communication is important/ inorder to convey this change to the %hole

company) Whatever the importance of thechange/ it needs to 3e communicated)

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Who are concerned?

Any internal change concerns everyone %ho%or$s for the company/ or %ho have any internalinterest in it)

How is it important?

Internal communication is seen as 3eing anempo%ering function that ma$es an organi7ation

%or$) .8ou can see it as the oil that helps smooththe running of your organi7ation or a 3ridge thatcreates lin$s 3et%een people and functions)0

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Internal communication&ools

Bulletin 3oards

Cafeteria postings

Change 3oo$lets

Corporate ne%sletters*feature section,

Demonstrations Department or enterprise

meetings

:mails

#a2es

#ocus groups #re;uently as$ed ;uestions

Internal paper memos

Intranet pop-ups

osters

>resentations >ro?ect ne%sletters

&eam meetings

&o%n @all meetings

&raining courses

'ideos

'oicemails We3casts

We3site *Intranet,

Word of mouth

Wor$shops


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Bac$ground of Open University

Reduit Campus

Curepipe Campus


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tructure of the Organi7ation


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rinting and >u3lishing Department I& Unit

:2am Unit

Far$eting and >! Unit

Open !egistry *attendants/ drivers,

@uman !esources

Academic A4airs

Con5dential

Audio 'isual >roduction :ngineering

Open chool

#inance

tores

>rocurement

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Departments andHum3er of sta4

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What are e2isting communication tools3eing used 3y OU sta4 at the moment

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ituation Analysis>rior to changeOpen University is situated in a 3uilding %hich%as previously occupied 3y FCA *FauritiusCollege of the Air,) &he physical structure of thee2isting 3uilding had not 3een modi5ed to suit theoperations of the Open University) As such/ it had

to adapt its functions according to the availa3lespace)


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&he change -CC&' cameras %ere installed

Ho department meetings had 3een done to

inform the general sta4 a3out this need On the day that the CC&' cameras %ere 3einginstalled/ the :ngineering department placed anotice on the notice 3oard to inform the sta4s

that they are installing cameras)

Installed the cameras in strategic places -lo33y/ computer la3/ 5nance Dept

!eaction of the sta4sM

urprised

A4ected their personal space N time

Annoyed

ome dont mind at all

Angry

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&he Goal of this study

&he aim of our research is to identify the e2istinginternal communication processes at OU andanalyse their impacts on the employees during

theEa process of change

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Our o3?ectives of this study

&o improve internal communication processes%ithin the di4erent departments

&o 3uild a%areness of the importance of ane4ective communication for internal sta4

&o devise a t%o-%ay communication processduring change

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Intervie% ;uestions&ime span M %ee$s

Fail

ms

Femo

Word of mouth

Bill3oard

He%sletter

#a2

>osters

Feetings

We3site *intranet,

>resentations

Hone of the a3ove

How do you receive information

from the management?

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@o% did you 5rst come to $no% a3out theinstallation of the CC&' Cameras

Change process in the case of theimplementation of CC&'

@o% %as the process of installing the camerascommunicated to you

What are your vie%s @o% do you feel a3out thechange

Do you thin$ that the internal communication inOpen University must 3e improved If yes/ @o%

*uggest, If no/ Why *Give reason, Open University does not have a Communication

Department) Do you thin$ that creating aCommunication Department %ill 3e helpful forcommunication processes

If es/ lease e2 lain in %hat %a s it mi ht


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#indings

Femo +

Word of mouth +"


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@o% %as the process of installing the cameras communicated toyou


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What are your vie%s

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Do you feel concerned that you %ere not

informed @o% do you feel a3out the change

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Do you thin$ that the internal communication inOpen University must 3e improved If yes/@o% *uggest, If no/ Why *Give reason,


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O

Fost of the employees 3elieved that they shouldhave 3een consulted prior to this change as theyfeel their advice can contri3ute to decisions)

&hey are not clear a3out the reason 3ehind the

installation of the cameras ome are not unhappy a3out the change 3ut they

%ould li$e the management to communicate morefre;uently to them)


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Be trategicP StrengthM the people/

accessi3ility to tools) WeaknessM lac$ of planning/lac$ of involvement ofemployees

OpportunitiesM an academic

environment %here there isthe possi3ility of training forimproving *resources,

ThreatsM Uninformedemployees are unhappyemployees and they %ill 3e

less productive and this %illimpact on the image andreputation of the university


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@ence/ all strategies should 3e a3leto

Understand the challenge of the need forcommunication

Conduct a communication Audit Q tal$ing toemployees a3out the communication channel is

important >ac$age and position- craft the message 3y

choosing the right %ords for the conte2t

Fap the Audience Q It is important to $no% %ho isconcerned a3out this message

>lan for ho% you %ill receive feed3ac$ a3outsuccess or faillure of communicating

Communicate and %ait for feed3ac$

:valuate and >repare for ne2t

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&!A&:GIC O


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Rules for a Tacticalapproach forimplementing

strategies!

1)&he company thus must $no% its values/ principleand 3ehaviors to adopt/ so that the mission and

vision is achieved)

identify those %hich are 3etter for the organi7ation

" ome tools are 3est suited to certain types ofgoals and not to others

&he people Sin chargeS of the communication toolsin the company must 3e a%are of ho% speci5c tool

5ts any situation)

6He% situations mean ne% challenges

93e organi7edT %ho %ill do %hat/ and %hen it %ill 3edone

) Fa$e it happen

use annual surveys to assess %hether progress is3eing made/ and solicit additional ideas)

1) Identify the common

culture neededE%anted ) Identify the availa3le

communication tools

") Determine %hat toolsare suited to %hichgoals

) Develop adescription of ho% eachtool %ill 3e used)

6) >lan for remediation

9) >lan for

Implementation ) Implement

) Continuously Fonitorand !evise strategies

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&ime ta$ing processes

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ame people/ He% responsi3ilities

!eminderM In each department a person %ill 3e assignedto monitor information =o%)

&he person assigned must have certain ;ualities-

>ro5ciency in spo$en and %ritten :nglish and #rench A good record of punctuality

A3ility to 3e diplomatic to handle people of di4erenttemperament

Organi7ed

hould 3e a3le to in=uence the department mem3ers*leadership ;ualities,

Fight not necessarily have a degree in communication3ut must have an outspo$en character "6


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#easi3ility

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As a conclusion -&he strategies and &actics should 3e a3le to M

&o improve internal communication processes%ithin the di4erent departments

&o 3uild a%areness of the importance of an

e4ective communication for internal sta4 &o encourage a communication process %here

feed3ac$ is also present

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&han$ you

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Internal Comm and Change Mgt

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