kulbir DCS

8/6/2019 kulbir DCS

1/26

eloping communication Strategy

Student Name: Kulbir singh

Student roll no:201030

Unit: Developing Communication strategy

Year:2010-2011

me: Kulbir Singh Ref:-201030Page 1

8/6/2019 kulbir DCS

2/26


Acknowledgement

I owe a great many thanks to a great many people who helped and supported me during the writing

of this assignment. My deepest thanks to Lecturer, Mr. Peter Emelone the Guide of the project for

guiding and correcting various documents of mine with attention and care. He has taken pain to go

through the project and make necessary correction as and when needed.

I express my thanks to the Principal of, Kings Langley College of Management, for extending his

support.

I would also thank my administration and my faculty members without whom this project would

have been a distant reality. I also extend my heartfelt thanks to my family and well-wishers.


8/6/2019 kulbir DCS

3/26


Table of content

Content Page

Section-1

1.Introduction.5

1.1 Purpose of report..5

1.2 Communication strategy..6

1.3 Approach to stakeholder Communication..6

2. Communication Framework..6

2.1 Challenges..7

2.2 Internal Communication..7

2.3 External Communication.8

2.4 Internal Channels of Communication: The Grapevine9

2.5 Grapevine Characteristic.10

2.6 Positive aspect of the grapevine...10

3. Formal and Informal communication..11

3.1 Nature of the informal communication..11

3.2 Location of Informal Conversations...12

4. The Effects of Informal Communication on Person Perception12

4.1 Technology for Informal Communication 13

5. Issue management...13

6. Conclusion14

Task -2

1. Introduction.15

1.1 Purpose of report...15

1.2 Strategic Objective.15

1.3 The principle objective of the strategy16

1.4 Strategy Implementation..16

1.5 Priorities.16


8/6/2019 kulbir DCS

4/26


2. Internal Audience17

2.1 How they communicate.17

2.2 Internal Communication...17

2.3 Current Communication Channels..17

2.4 Additional Communication Channels..19

3. External Communication19

3.1 current Communication Channels ..20

3.2 Local print Media...21

4. Communication and engagement principle20

4.1 Accountability..22

4.2 Monitoring and evaluation.22

5. Conclusion..23

6. Bibliography...24


8/6/2019 kulbir DCS

5/26


Section1: Introduction

Developing a communications strategy is mentioned internal communication strategy for an

organization, the aim of to develop a strategy in an organization to improve their efficiency and

effectiveness through the creation of internal communication processes that create a cohesive

organizational culture. The purpose of the project is to define the contribution of communication as

a process in the response to the on-going communication system in the organization.

Effective communication values local knowledge and socio-cultural norms, and at the same time

strengthens capacities of all key actors and stakeholders through the provision of relevant technical

information and tools.

The project acknowledged the need for a comprehensive communication strategy. It identified that

communication professionals brought specialized skills to augment and improve the effectiveness of

the technical aspects of the prevention, preparedness, response, and recovery phases of

communication views of Segal, (1974). The recommendations of the project included the need to:

1. Advocate the importance of the process of communication, and the need for enhanced capacity to

manage the stakeholders.

2. Ensure that strategic communication is integrated into the internal infrastructure and policy

response at country level, and to gain international support for this where required. Establish an

international network of formal and informal communication experts dealing with this to work in

cooperation with experts, as well as with other relevant partners.

4. Develop a comprehensive communication action plan to address the internal communication tools

for immediate use and longer-term strategies to sustain positive social and behavioral change.

Ensure consistency in messaging and accuracy of technical information which is adaptable to local

contexts.

1.1 Purpose of report

The purpose of the report is to:-

(i) Analyze the existing method of internal communication flow of appropriate information of

Vodafone.(LO 1a)


8/6/2019 kulbir DCS

6/26


(ii) Barriers and weakness for the internal stakeholders. (LO 1b)

(iii) Short proposal for the coordination in Vodafone which can be adopted.(LO 1c)

(iv) Analysis the existing communication methods for for gaining and exchanging external

communication knowledge and awareness .(LO 2a)

(v) Possible communication barriers and weakness for the customer satisfaction in Vodafone.

(LO 2b)

(vi) Suggested areas where greater communication is necessary for Vodafone. (LO 2c)

In order for change management to be successful, clear and concise communications among all

stakeholders are essential. This report aim to plan will act as a road map and outline the basis for

open communications during a communication flow in an organization like Vodafone.

1.2 Communications Strategy

The communications strategy summarizes the high level approach to be taken to communications,

and builds on the analysis undertaken so far.

1.3 Approach to Stakeholder communication

Insert the principles underpinning the selection of specific approaches. For example:

communication will be face to face where possible, particularly for critical messages and where

stakeholders are highly impacted or where their seniority makes their involvement critical

feedback mechanisms will be incorporated into all communication to enable the program to

evaluate the success of the communication and understand the audience response (Kraut et all.

1988).

2. Communications framework (LO 1a)

The process of defining communications needs, designing messages, choosing channels and

implementing the plan can be summarized in a communications framework shown below.

Communications framework

Assess existing channels and their effectiveness


8/6/2019 kulbir DCS

7/26


Investigate other potential channels available

Measure current attitudes and understanding for each stakeholder group and define high level goals

for each stakeholder group

Develop approach (es) Communications Plan Communication Strategy Communication Audit

Stakeholder Analysis Communications Plan. As per the view of Root, (1988), the Communication

Audit, Communications Strategy and Communications are presented below. As the aspirations and

targets of different stakeholders within the city will be varied, this framework can be applied to each

stakeholder individually as well as the city as a whole.

2.1 Challenges

List any anticipated challenges that the program might face in gaining support that may be assisted

through the Communications Strategy. For example:

Program priority issues

Funding, for example, short term expenditure for long term gain

Interdependencies with other programs; complementarily or conflict with existing objectives,

policies or priorities

Resourcing issues, availability of key staff

2.2 Internal Communications

Figure: 1


8/6/2019 kulbir DCS

8/26


Source: Putnam, K. Roberts, & L. Porter (Eds.),1999, Handbook of Organizational Communication.

As per Ouchi,(1980), Internal communication involves the communication that exists within a

company and can take many forms. Key to the success of an organization is communication from

within. In order to effectively engage in two-way symmetrical communication, (the goal of public

relations practitioners), communication is essential internally which is shows in the figure-1.

Internal communications are classed as:

a) emails from staff and customer.

b) letters from staff and customer.

c) internal phone calls from staff and customer that require a written response

2.3 External Communications

As per Sproull, (1984), External communication covers how a provider interacts with those outside

their own organization. This may be with the public, employers, community organizations, local

authorities, job centers, careers offices, funding bodies, specialist agencies and other training

providers.

Figure:2

Source: Sproull, L. (1984). Advances in information processing in organizations.

Vodafone has developed a set of ten Business Principles. In figure -2, these Business Principles give

a plain and moral pathway to help guide the actions of employees.


8/6/2019 kulbir DCS

9/26


One principle relates to communications where Vodafone states: 'We will communicate openly and

transparently with all of our stakeholders within the bounds of commercial confidentiality.'

Vodafone expects these Principles to help reduce barriers to communication. They ensure that its

messages, verbal and non-verbal, are clearly understood.

2.4 Informal channels of communication: The Grapevine

Grapevine is an informal channel of business communication. It is called so because it stretches

throughout the organization in all directions irrespective of the authority levels. Man as we know is

a social animal. Despite existence of formal channels in an organization, the informal channels tend

to develop when he interacts with other people in organization. It exists more at lower levels of

organization.( Doyle,et al (1985).

Grapevine generally develops due to various reasons. One of them is that when an organization is

facing recession, the employees sense uncertainty. Also, at times employees do not have self-

confidence due to which they form unions. As per Bellcore (1989), Sometimes the managers show

preferential treatment and favor some employees giving a segregated feeling to other employees.

Thus, when employees sense a need to exchange their views, they go for grapevine network as they

cannot use the formal channel of communication in that case. Generally during breaks in cafeteria,

the subordinates talk about their superiors attitude and behavior and exchange views with their

peers. They discuss rumors about promotion and transfer of other employees. Thus, grapevine

spreads like fire and it is not easy to trace the cause of such communication at times.

Figure: 3

Source: Blau, P.M. & Scott, W.R.(1962). Formal organizations.


8/6/2019 kulbir DCS

10/26


2.5 Grapevine characteristics

The grapevine carries partial information at times as it is more based on rumors. Thus, it does not

clearly depict the complete state of affairs. The grapevine is not trustworthy always as it does not

follows official path of communication and is spread more by gossips and unconfirmed report. The

grapevine may hamper the goodwill of the organization as it may carry false negative information

about the high level people of the organization. A smart manager should take care of all the

disadvantages of the grapevine and try to minimize them. At the same time, he should make best

possible use of advantages of grapevine.( March, et al (1958).

2.6 Positive aspect of the grapevine

Grapevine channels carry information rapidly. As soon as an employee gets to know some

confidential information, he becomes inquisitive and passes the details then to his closest friend who

in turn passes it to other. Thus, it spreads hastily.

The managers get to know the reactions of their subordinates on their policies. Thus, the feedback

obtained is quick compared to formal channel of communication. As per Allen, T. (1977), the

grapevine creates a sense of unity among the employees who share and discuss their views with each

other. Thus, grapevine helps in developing group cohesiveness. The grapevine serves as an

emotional supportive value. The grapevine is a supplement in those cases where formal

communication does not work.

3. Formal and informal communication

Zipf, G.K. (1949) stated that every organization has a formal communication system. This formal

system provides information regarding the organization to the employees through different media.

The formal network, made up of memos, reports, staff-meetings, department meetings, conferences,

company newsletters, official notices, is highly documented and as such has very little chance for

change. However, nearly all of the information within the grapevine is undocumented and is thereby

open to change and interpretation as it moves through the network. "The informal organization is

less permanent and less stable (than the formal organization) because its leaders and patterns of

action change readily." This occurs because of the dependency of the network on personalities,

whereas the formal network is set up through structured policies nondependent on individuals.

me: Kulbir Singh Ref:-201030 Page

10

8/6/2019 kulbir DCS

11/26


Keith Davis did a classic study of the grapevine in 1953. This was followed by an extension of the

research by Harold Sutton and Lyman Porter in 1968. Keith Davis stated "the grapevine is a natural

part of a company's total communication system...it is a significant force within the work group,

helping to build teamwork motivate people, and create corporate identity."The grapevine is the

informal passing of information through the organization. It does not necessarily follow the formal

structure of the organization and can bypass individuals without restraint. It can be more direct and

faster than the formal channels of information since the information is not being screened or

controlled. It often travels faster than formal channels. Interestingly, it has been found that the

grapevine is equally active both in management and among the workers.

The grapevine exists in organizations for many reasons. Grapevine communication can carry useful

information through the organization with amazing speed. The grapevine is very useful in

supplementing formal channels. It provides people with an outlet for their imaginations and

apprehensions as well. As an early warning system, gossip allows people to think through in

advance what they will do if the rumors become the awful truth. Subordinates may get an idea of

what the boss is wrestling with and may have some suggestions which may help the situation.

Suchman, & Wynn, (1984) stated that the grapevine is flexible and personal and can spread

information faster than the formal communication channels. The grapevine is also capable of

penetrating even the tightest security because it cuts across organizational lines and deals directly

with people in the know. It is fed by personal apprehension, wish fulfillment, retaliation, and gossip.

Surprisingly, most researchers have found that most grapevine information is either true or has

within it a kernel of truth.

3.1 Nature of the informal communication

Theorists have long recognized that organizations make use of communication methods varying in

formality that they deploy these different methods for tasks varying in uncertainty, and that

matching the informality of the methods with the uncertainty of the task leads to better

organizational outcomes. At both the organizational and the small group level, the coordination of

activity is the production-oriented task that has been examined in most detail. Coordination is the

activity of directing individuals' efforts towards achieving common and explicitly recognized goals

(Blau & Scott, 1962). As Van de Ven, Delbecq, and Koenig (1976) describe it, "coordination means

integrating or linking together different parts of an organization to accomplish a collective set of


11

8/6/2019 kulbir DCS

12/26


tasks". Explicit coordination is necessary in part because individuals within an organization have

only partially overlapping goals. Thus, one of the aims of coordination is to insure that the

disparate individuals come to share the same goals. But even if this aim was achieved, and their

goals were identical, the input-output dependencies among individuals require that their efforts be

sequenced and interrelated efficiently.

As per Kendon, A. & Ferber, A. (1973), the coordination mechanisms used by organizations differ

in their degree of formality -- that is, in their degree of pre-specification, conventionality, and rule

roundedness. At the formal end of the dimension, coordination is accomplished by adherence to

common rules, regulations, and standard operating procedures, through pre-established plans,

schedules, and forecasts, and through memos, management information reports, and other

standardized communications.

3.2 Location of Informal Conversations

Conversations that differ in their degree of spontaneity also differ on other characteristics. First,

most conversations involve people who are housed close to each other. In our survey, each

participant reported the location of the sampled conversation in relation to the location of his or her

office. The choices given were: (1) the participant's office, (2) next door, (3) the same corridor, (4)

the same floor, (5) the same wing/section of building, (6) a different wing/section of building, (7)

the same campus/site, (8) a different campus/site. Each conversation was coded to reflect the

farthest distance that any participant in the conversation had to travel in order to participate in that

conversation. Work place conversations are, in general, quite local events, usually involving people

who are physically in close proximity to each other. (Tushman et al,1978).

4. The Effects of Informal Communication on Person Perception

Much research in both industry and academia is developed through voluntary collaboration. A

fundamental requirement for these collaborations to occur is for researchers seeking partners toidentify others with appropriate research interests and personal characteristics as per Hagstrom,

1965 Kraut, Galegher, & Egido, (1988), for a fuller discussion of the initiation of research

collaborations. All else being equal, researchers want to work with people who are competent

enough to contribute effectively to a joint project, trustworthy enough to do their share of the work

and take only their share of the credit, and likeable in their personal characteristics. Test the


12

8/6/2019 kulbir DCS

13/26


hypothesis that informal communication is the mechanism that researchers use to size up the pool of

potential collaborators before becoming committed to working with any one of them.

According to Nadler,(1978) It has seen that communication, especially unscheduled communication,

increases as the proximity between conversational participants increases, and those participants in

conversations report that unscheduled communication is especially useful for supporting the social

functions of groups

The major purpose of the survey was to examine the relationship of informal communications

among these researchers to measures of person perception and attitudes toward each other. For the

purposes of this study we treated physical proximity as a surrogate for frequent, informal interaction.

4.1 Technology for Informal Communication

In many circumstances the ideal of close physical proximity for a working group cannot be realized.

The realities of organizations may preclude individuals who are supposed to be working together

from having their offices near each other. Communities of scientists, in particular, are often

distributed across the nation or world. These factors mean that in the world of science, colleagues

who would make the most suitable collaborators are often hundreds of miles away. In addition, in

industry many projects, such as software development, are so large that physical proximity for the

entire staff becomes a topological impossibility. For this reason, we became interested in creating

artificial proximity through the use of technology. (Berscheid, et al 1969).

5. Issue Management

Standard issue management and tracking is described in the Issue Management Plan document.

Issues become an item of escalation when the regular channels of communication fail to deliver the

expected results or when the identified concern could result in immediate procedural or financial

harm for Vodafone.

When an issue is created, it is assigned a priority number as described in the following table. Issues

are also assigned a critical due date. Depending on the issue priority level, the critical due date

should be within the number of days allowed for resolution of the reported issue.


13

8/6/2019 kulbir DCS

14/26


Conclusions

The intricate choreography necessary to do work in organizations like Vodafone requires effective

coordination. Throughout this chapter we have argued that informal communication, generally

mediated by physical proximity, is crucial for this coordination to occur. Informal encounters are

useful means of getting people to know and like each other, of creating a common context and

perspective, and of supporting planning and coordination in group work. Indeed, without them,

collaboration is less likely to start and less productive if it does occur. Physical proximity helps by

allowing appropriate people to encounter each other frequently, by supporting visual channels to

induce and assess readiness for communication, and by supporting highly interactive conversation.

System designers must understand and be sensitive to the needs and concerns of system users. They

must be alert to the subtleties of etiquette and the protocols that govern social interactions, be

concerned with the possibility of unwanted intrusions or surveillance, and balance the need for

casual access against the desire for control of one's personal space. A system must provide access

and openness as well as restrictions and privacy. There is a need for mechanisms which support

subtle communication protocols and are sensitive to the social context in which communication

systems are embedded.


14

8/6/2019 kulbir DCS

15/26


Task-2

1. Introduction

The summary outlines how this strategy is structured to ensure that communications and

engagement activities are coordinated and evaluated to support the delivery of NHS Bedfordshires

strategic objectives. It replaces the trusts Communications Strategy and its Patient and Public

Involvement Strategy.

1.1 Purpose of report

The Communications and Engagement Strategy sets out how NHS Bedfordshire will communicate

involve and manage relationships with all of its stakeholders, including patients, careers, members

of the public, staff, service providers, partners, the media and others. (Brown, et al. 1979).

1.2 Strategic objectives

The overarching objectives of this strategy are:

To promote and enable effective communication within the organization and with its stakeholders

to support its day-to-day operation, ongoing organizational development and delivery of its strategic

plan and business objectives

To support and enable the continued development of a patient focused and patient led organization

in order to improve services, patient experiences and health

Communication and stakeholder engagement must not be seen as solely corporate services. Good

communication and engagement practice must be embedded throughout the organization. As such,

this strategy is a living and evolving document. (Blau, et al, 1962).

It proposes a framework and support for staff, enabling them to communicate effectively with

internal and external stakeholders and ensure the views of all stakeholders inform and influence how

healthcare is commissioned and delivered for their residents.

The strategy is also a public document that should articulate to all of their external stakeholders

our patients, the wider public, key local influencers, and their partner agencies, other bodies and

those we contract with the communication standards they set themselves and expect within the

local health economy.( Maisonneuve et al, 1952).


15

8/6/2019 kulbir DCS

16/26


1.3 The principal objectives of this strategy are:

To promote and enable effective communication within the organization and with its stakeholders

to support its day-to-day operation, ongoing organizational development and delivery of its strategic

plan and business objectives.

To support and enable the continued development of a patient focused and patient led organization.

1.4Strategy implementation

The trust has identified a series of strategic initiatives as priorities for action over the next five years,

as set out in the medium term strategic plan, A Healthier Bedfordshire. The successful delivery in

these areas of development and transformation will require excellent communications and PPE.

1.5 Priorities

1. Develop communications strategies and implementation plans for each initiative.

2. Ensure effective engagement and consultation throughout the development and implementation of

service proposals.

3. Support the formulation and delivery of initiative-led campaigns, specifically using social

marketing to enable people to make healthy lifestyle choices and use healthcare services

appropriately.

4. Understanding our stakeholders (Stohl, et al 1987).

This strategy segments our stakeholders into the following:

2. Internal audiences

Staff (in the context of this document encompasses all of the following):

Administrative and clerical staff

Clinical staff (e.g. nurses, therapists, health visitors)

Managers

Trust Board members


16

8/6/2019 kulbir DCS

17/26


Professional Executive Committee members

Promoting positive perceptions through communications is important because:

The media is a key channel for disseminating public information

The media is a key channel for promoting the reputation of the organization and maintaining

public confidence and trust

Staff morale can be affected by how the trust is portrayed in the media.

2.1 How they communicate

This section discusses the range of available communications channels. However, channels are no

more than mechanisms. As per Sundstrom, (1987), the challenge, in a constantly evolving strategic

and operational environment, is to move from process-focused communications to integrated

communications as an enabler of business change.

2.2 Internal communications

Effective internal communications is three directional:

Downward: from management (Board, Professional Executive Committee, and Executive Team,

line managers) to trust staff

Upward: providing appropriate channels and opportunities for staff to engage and communicate up

the organization

Lateral: communicating across the organization, ie intra- and interdepartmental/directorate.

(Mintzberg, 1973).

2.3 Current communication channels

Face-to-face

Directorate meetings

Each directorate is responsible for holding regular directorate meetings.

Team meetings


17

8/6/2019 kulbir DCS

18/26


Within directorates, services and other groups hold team meetings.

Open sessions

Twice monthly informal update / Q&A sessions in locations across the trust led by the Chief

Executive and Chief Operating Officer, Bedfordshire

Training

Staff training and development activities provide explicit and implicit opportunities to support

internal communications.

E-news

Weekly electronic news update sent via email, comprising business news in the main. Staff re

encouraged to display it on notice boards and share with staff who do not regularly access email.

Staff feedback on e-news has been positive. It is also archived on the trust intranet.

Figure: 4

Source: NHS communication report, (2009)

Email

All trust bases have Internet enabled PCs but some staff, for example those working in community-

based teams, often share PCs and may not regularly check their emails which is shown in figure-2.

Intranet


18

8/6/2019 kulbir DCS

19/26


The intranet has developed in its first year as the primary channel for publishing and sharing news,

corporate information, knowledge and practice. Password protected access via the Internet supports

remote working and extranet access to selected external partners, opening up further

communications and business support possibilities.

Discussion forums

Staff can set up general or specialist discussion groups on starfish.

Notice boards

There are more than 80 notice boards across trust premises that have named owners responsible for

maintaining an up-to-date display of information. The list is available on starfish and the

communications team can assist in distribution to notice board owners. (Tajfel, H. 1970).

2.4 Additional communication channels

There is a range of potential communications channels that could augment the existing systems.

These are under consideration and will be assessed over time, as appropriate.

Staff newsletter / magazine

The benefits of an inclusive staff publication are well researched. An electronic newsletter,

distributed via starfish, could be supported through the notice boards and named team contacts to

ensure it reaches staff that does not regularly access a PC.

3. External communications

The three central aims of the trusts current external communications are:

To promote awareness and understanding of the purpose and functions of the trust in order to

maximize its effectiveness and position it is the local leader of the NHS

To facilitate and underpin key working relationships. Increasing collaboration and integration

between sectors and organizations requires strong communication functions at both strategic and

operational levels To promote and enhance the trusts good reputation. (Festinger, L., Schacter, S.,

& Back, K. 1950).


19

8/6/2019 kulbir DCS

20/26


3.1 Current communication channels

Written / electronic

Media releases

The trust regularly emails news releases to local media and occasionally to professional journals and

national media. News releases are also copied to selected stakeholders and published on the trust

website

Public Health Report

The Public Health Report is a key corporate publication and can make an important contribution to

stimulating discussion and promoting engagement in improving health and reducing inequalities in

Bedfordshire.

Health / patient information leaflets

Directorates are individually responsible for the production of information leaflets, which must

conform to corporate style and quality guidelines, available on starfish. All publications are quality

checked by the communications team, before they are allocated a unique reference number.

Partner publications

Occasional articles and information are placed in voluntary sector and local authority magazines and

newsletters at county, district, town and parish levels. These have been used for general health

campaigns such as flu NHS Bedfordshire Communications and Engagement Strategy 2008-2013

vaccination and for communications targeted at specific locations or communities for consultations.

Advertising

The trust has used paid for advertising for publicizing Board meetings, public consultations and

health campaigns.

Social networking

The trust has not utilized social networking and needs to investigate its potential as a tool for

communication and engagement, particularly with younger people, who tend to be less engaged with

more traditional communication channels. (Festinger, L., Schacter, S., & Back, K. 1950).


20

8/6/2019 kulbir DCS

21/26


Membership scheme

Consideration should be given to developing a trust membership scheme along similar lines to

foundation trust memberships. This would enhance public accountability and provide

communications and public engagement opportunities.

3.2 Local print media

Bedfordshire has a mixture of free and paid for weekly newspapers that publish on different days

and via their websites. There is no daily or regional newspaper. Bedfordshire on Sunday is the only

newspaper that covers the whole of the county, although this is through a number of editions with

localized front and main inside pages. This fragmentation allows some targeting by geographic

area,but also makes it harder to achieve coverage across the patch. The major local NHS

Bedfordshire Communications and Engagement Strategy 2008-2013 papers naturally gravitate

towards the larger population areas of Luton, Bedford and Cambridge. (Gabarro, J.J. 1987).

4. Communication and engagement principles

This section sets out the principles we will apply to our communications and to our PPE activities

and which we expect of all organizations in the local health economy.

Communication

All trust communications to all stakeholders should conform to the following principles, derived in

part from the NHS Communications Standards:

Principle Expressed by Open and accountable

Communication style and messages that reflect the view within the trust and across the NHS,

where appropriate

Visual branding that enables stakeholders to recognize and identify information from the trust

planned

Considering the purpose and strategic fit of communications, when appropriate Two-way

Systems that support communication at all levels across the trust


21

8/6/2019 kulbir DCS

22/26


Communications that informs and engages, encouraging dialogue and feedback, challenge when

appropriate, understanding and learning

Clear Communications that are unambiguous and easy to understand

Communications that are always appropriate to the intended audience in language, tone and

content Written messages that are concise, easy to read and jargon free

Timely Delivering information when it is needed, so it can be interpreted in the correct context and

allowing time for feedback and meaningful dialogue, when appropriate

Messages that is consistent ---Caring Communications that are sensitive and respectful

Cost effective Producing fit for purpose, professional communications that represent an effective

use of public funds

Sustained Communicating information and messages over time, in a variety of ways to maximize

their effectiveness

Technology opens up a range of possibilities to make communications more open, more targeted,

more responsive, more participative, more flexible and more cost-effective. However, technology

should support rather than replace other forms of communication. For example, the trust intranet,

starfish is now a central plank of internal communications, but it still needs to be part of a portfolio

of internal communications channels. (Kraut, R.E., Dumais, S. & Koch, S. 1989).

4.1 Accountability

In the light of the realignment of directorates, the executive director and the non executive director

leads for communications and PPE are reassessing the governance arrangements for this area of

work. In the interim, reports are provided to Board members as assurance.

4.2 Monitoring and evaluation

The implementation plan in section 10 supports the delivery of the strategy. This will be monitored

by the Director of Public Engagement and Communications, together with the non executive

director leads for communications and PPE. Monitoring and evaluation will be based on a range of

explicit and implicit measures in the associated success criteria set out in the implementation plan.


22

8/6/2019 kulbir DCS

23/26


Conclusion

Communication is the sharing or exchange of thought by oral, written, or nonverbal means. To

function effectively, managers need to know and be able to apply strategically a variety of

communication skills that match varying managerial tasks. These might call for nonverbal,

presentational, or written skills as the manager meets others, speaks at meetings, or prepares reports

to be read by clients on the organizational ladder. To work effectively, managers also need to know

sources of information. Finally, NHS managers need to understand the different communication

channels available.


23

8/6/2019 kulbir DCS

24/26


References

Allen, T. (1977). Managing the flow of technology. Cambridge, MA: MIT Press.

Bellcore (1989). The VideoWindow Teleconferencing Service Model. Special Report SR-ARH-

001424. Morristown, NJ: Bell Communications Research.

Berscheid, E. & Walster, E.H. (1969). Interpersonal attraction. Reading, MA: Addison-Wesley.

Blau, P.M. & Scott, W.R. (1962). Formal organizations. San Francisco: Scott, Foreman.

Brown, P. & Fraser, C. (1979). Speech as a marker of situation. In K. Schere & H. Giles (Eds.),

Social markers in speech. New York: Cambridge University Press.

Cullan, M.J. (1983). Environmental scanning: The effects of task complexity and source

accessibility on information gathering behavior. Decision Science, 14, 194- 206.

Doyle, M. & Straus, D. (1985). How to make meetings work. Jove Publications. Informal

communicattion 2/20/2002 44

Festinger, L., Schacter, S., & Back, K. (1950). Social pressures in informal groups: A study of

human factors in housing. Palo Alto, CA: Stanford University Press.

Fish, R.S. (1989). Cruiser: A Multimedia System for Social Browsing. SIGGRAPH Video

Review, Issue 45, Item 6.

Gabarro, J.J. (1987). The development of working relationships. In J.W. Lorsch (Ed.),Handbook

of organizational behavior . Englewood Cliffs, NJ: Prentice-Hall.

Goffman, E. (1963). Behavior in public places. New York: The Free Press.

Gordon, M. (1985). How to plan and conduct a successful meeting. Sterling Publishing, N.Y.

Hagstrom, W.O. (1965). The scientific community. Carbondale, IL: Southern Illinois University

Press.

Hall, E.T. (1966). The hidden dimension. New York: Doubleday & Company.

Kendon, A. & Ferber, A. (1973). A description of some human greetings. In R. Michael & J.

Crook (Eds.), Comparative ecology and behavior of primates. London: Academic Press.


24

8/6/2019 kulbir DCS

25/26


Kraut, R.E., Dumais, S. & Koch, S. (1989). Computerization, productivity and quality of work-life.

Communications of the ACM, 32, 220-238

Kraut, R.E., Galegher, J. & Egido, C. (1988). Relationships and tasks in scientific collaboration.

Maisonneuve, J.A., Palmade, G. & Fourment, C. (1952). Selective choices and propinquity.

Sociometry, 15, 135-140.

March, J.G. & Simon, H.A. (1958). Organization.. New York: Wiley.

McGrath, J.E. (1984). Groups: Interaction and performance. Englewood Cliffs, NJ: Prentice-Hall.

Mintzberg, H. (1973). The Nature of Managerial Work. New Yor: Harper and Row.Monge, P.R. &

Kirste, K. (1980). Measuring proximity in human organizations. Social Psychology Quarterly, 43,

110-115.

Ouchi, W.G. (1980). Markets, bureaucracies, and clans. Administrative Science Quarterly, 25,

129-14.

Over, R. (1982). Collaborative research and publication in psychology. American Psychologist,

37, 996-1001.

Pelz, D.C. & Andrews, F.M. (1966). Scientists in organizations. New York: Wiley.

Root, R.W. (1988). Design of a multimedia vehicle for social browsing. Proceedings of the 1988

conference on computer-supported cooperative work. New York: ACM Press.

Segal, N.W. (1974). Alphabet and attraction: An unobtrusive measure of the effect of propinquity

in a field setting. Journal of Personality and Social Psychology, 30, 654- 657.

Sproull, L. (1984). The nature of managerial attention. In L. Sproull & P. Larkey (Eds.), Advances

in information processing in organizations. Greenwich, CT: JAI Press.

Stohl, C. & Redding, W. C. (1987). Messages and message exchange processes. In J. Jablin, L.

Putnam, K. Roberts, & L. Porter (Eds.),1999, Handbook of Organizational Communication.

Newbury Park, CA: Sage Publications. Pp. 451-502.

Suchman, L. & Wynn, E. (1984). Procedures and problems in the office. Office: Technology and

People, 2, 113-154.


25

8/6/2019 kulbir DCS

26/26


Sundstrom, E. (1987). Privacy in the office. In J. D. Wineman (Ed.). Behavioral Issues in Office

Design. New York: Van Nostrand Reinhold.

Tajfel, H. (1970). Experiments in intergroup discrimination. Scientific American, 223, 96-102.

Tushman, M.L. & Nadler, D. (1978). Information processing as an integrating concept in

organizational design. Academy of Management Review, 3, 613-624.

Van de Ven, A.H., Delbecq, A.L., & Koenig, R. Jr. (1976). Determinants of coordination modes

within organizations. American Sociological Review, 41, 322- 338.

Williams, E. (1977). Experimental comparisons of face-to-face and mediated communications: A

review. Psychological Bulletin, 84, 963-976.

Zajonc, R.B. (1968). Attitudinal effects of mere exposure. Journal of Personality and Social

Psychology, 9, 1-27.

Zipf, G.K. (1949). Human behavior and the principle of least effort. Cambridge, MA: Addison-

Wesley.

kulbir DCS

Documents

Transcript of kulbir DCS