A Study On Communication System In Uitm Shah Alam By Mohd Sabri Bin A Rahman 6u1l1z

DEPARTMENT OF QUANTITY SURVEYING FACULTY OF ARCHITECTURE, PLANNING & SURVEYING UNIVERSITI TEKNOLOGI MARA SHAH ALAM

A STUDY ON COMMUNICATION SYSTEM IN UiTM SHAH ALAM

PREPARED BY: MOHD SABRI BIN A RAHMAN (2006127319) SEMESTER: JULY 2008 – NOVEMBER 2008

DEPARTMENT OF QUANTITY SURVEYING FACULTY OF ARCHITECTURE, PLANNING & SURVEYING UNIVERSITI TEKNOLOGI MARA SHAH ALAM

A STUDY ON COMMUNICATION SYSTEM IN UiTM SHAH ALAM

PREPARED BY: MOHD SABRI BIN A RAHMAN (2006127319) SEMESTER: JULY 2008 – NOVEMBER 2008

DECLARATION

“I declare that this Final Project is the result of my own research and that all sources are acknowledged in the references”

Student’s Signature

: …………………………………..

Student’s Name

: MOHD SABRI BIN A RAHMAN

Date

: 26 SEPTEMBER 2008

ABSTRACT

The construction industry is one of the important sectors in the Malaysian economic and the most complicated situation to be managed. The sector was really complex in their program and involved so many stockholders to execute the project. One of the fields identified that is able to manage projects is through communication. Communication could be a huge scope to be discovered but one of the aspects that we could be looking for is in organisational communication.

In order to deal with their nature of communication, process or important term in organisational communication, this dissertation takes Universiti Tekonologi MARA as a guideline to start our knowledge in this field as reference because Universiti Teknologi MARA is one of the biggest institutions in Malaysia that provides educational services to the student and staffs.

The aim of this project is to investigate the implementation of Organisational Communication in UiTM Shah Alam which is useful to become role model to other sector in their communication management especially for construction industry. Construction project will suffer if there is lack of good organisational communication, so this dissertation probably will generate information to improve that aspect to become better and to avoid more problems in construction project.

In addition, the opinions of the staffs in UiTM were gathered through interview and adoption information of survey also included in this dissertation as conclusion and recommendation.

ACKNOWLEDGEMENT

Along the final project completion, the author could have never seen successful without the and encouragement from some parties. Because of that, I wish to express my thankful to the persons and all parties who involved in this research and offered a valuable cooperation in carrying out this final project.

First of all, I would give my acknowledgement to my supervisor Cik Fadzida Bt Ismail because of her guidance, and giving the ideas in preparing of this dissertation. Special thanks also for her because sincerely supervise, encouragement, thoughtful criticisms in this dissertation and some creative suggestions for giving a good tracks while preparing this dissertation. My appreciation also goes to my understanding family while doing this dissertation especially to my beloved parents, A Rahman Bin Said and Meriam Binti Mamat whom have given a lot of in financial, sources, guidance and permission for searching the information and sources from outside.

I am also thankful to interviewees and all my friends especially my classmates for their helpfulness and encouragement while preparing this dissertation. For someone out there who means a lot to me, you know who you are. Thanks for the and for being there when I need you. Thank you for all participants whom have given a lot of uproot that I really need in completing the dissertation. Thank you.

TABLE OF CONTENTS

DESCRIPTION

PAGES

PRELIMINARIES ABSTRACT

i

ACKNOWLEDGEMENT

ii

TABLE OF CONTENTS

iii

LIST OF FIGURES

ix

LIST OF TABLES

xi

CHAPTER ONE 1.0

INTRODUCTION

1.1

BACKGROUND

1

1.2

AIM

2

1.3

OBJECTIVES

2

1.4

ISSUES/PROBLEM STATEMENT

2

1.5

SCOPE OF STUDY

3

1.6

METHODOLOGY

3

1.7

TENTATIVE CHAPTER HEADING

6

TABLE OF CONTENTS (Cont’d)

DESCRIPTION

PAGES

CHAPTER TWO 2.0

INTRODUCTION TO COMMUNICATION SYSTEM

2.1

GENERAL

8

2.1.1

Communication

9

2.1.2

Communication Process

10

2.1.3

Function of Communication

12

2.1.4

Barriers to Effective Communication

14

2.2

COMMUNICATION TYPES 2.2.1

Internal Communications

17

2.2.2

External Communications

17

2.2.3

Function of Internal and External Communications

17

2.2.4

Formal and Informal Communications

18

2.2.5

Upward and Downward Communication

19

2.2.6

Lateral Communication

20

2.2.7

Diagonal Communication

20

2.3

TELECOMMUNICATIONS

2.4

ORGANISATIONS

21

2.4.1

Concept

22

2.4.2

Features of Organisation

23

2.4.3

Organisation Structure

23

TABLE OF CONTENTS (Cont’d)

DESCRIPTION 2.4.3.1 Span of Control

25

2.4.4

Principal of Organisational Structure

28

2.4.5

Types of Organisational Structure

31

2.4.5.1 Different Structures

30

2.4.5.2 Centralised and Decentralised Organisation

36

2.4.5.3 Advantages and Disadvantages

38

Organisation Function

41

2.4.6.1 Factors of Production

41

2.4.6.2 Finance Production

43

2.4.6.3 Human Resources Function

43

2.4.6.4 Sales and Marketing Function

44

2.4.6.5 istrative Function

44

2.4.6.6 Research and Development Function

45

2.4.6

2.5

PAGES

COMMUNICATION IN ORGANISATION 2.5.1

General

46

2.5.2

Organisational Communication

47

2.5.3

Shannon and Weaver Model of Communication

50

2.6

ISLAMIC PERSPECTIVE

53

2.7

SUMMARY OF CHAPTER

55

TABLE OF CONTENTS (Cont’d)

DESCRIPTION

PAGES

CHAPTER THREE 3.0

UiTM SHAH ALAM AND ORGANISATIONAL COMMUNICATION

3.1

HISTORY

57

3.2

OVERVIEW

59

3.3

APPLICATION

60

3.4

STRUCTURE RELATED

62

3.4.1

Formal Communication

63

3.4.1.1 Downward Communication

63

3.4.1.2 Upward Communication

65

3.4.1.3 Horizontal Communication

67

3.4.2

Effectiveness of Formal Communication

69

3.4.3

Informal Communication

74

3.4.2.1 Grapevine

75

3.4.4

Communication Structure as a Network

77

3.4.5

External and Internal Networks

79

3.4.6

Formal and Informal Networks

79

3.5

ORGANISATION DESIGN

82

3.5.1

Organisational Form

84

3.5.2

The Divisional Form Structure

85

3.6

COMMUNICATION PROCESS IN UiTM SHAH ALAM

86

3.7

COMMUNICATION CHANNEL

88

3.8

TECHNOLOGY INNOVATION & ORGANISATIONAL

3.9

COMMUNICATION

89

SUMMARY OF CHAPTER

93

TABLE OF CONTENTS (Cont’d)

DESCRIPTION

PAGES

CHAPTER FOUR 4.0

ANALYSIS AND FINDINGS

4.1

ANALYSIS

94

4.1.1

95

4.2

4.3

Communication Channels

4.1.2 Information during Communication

95

4.1.3

Communication Policy

97

4.1.4

Program

98

4.1.5

Delegated Authority

98

4.1.6

Superior/Supervisor

99

4.1.7

Human Resources

100

4.1.8

Employers-Employees Relations

100

FINDINGS

101

4.2.1

Develop Communication Program

101

4.2.2

Communication Program

102

4.2.3

Involving Employees

105

4.2.4

Human Resources Communication

107

4.2.5

Key Element of a Benefits Communication Plan

110

4.2.6

Encouraging

114

4.2.7

Evaluating Communication Programs

114

4.2.8

Communication Research and Change

116

SUMMARY OF CHAPTER

117

TABLE OF CONTENTS (Cont’d)

DESCRIPTION

PAGES

CHAPTER 5 5.0

ANYLISIS AND FINDING

5.1

INTRODUCTION

5.2

RECOMMENDATIONS ON ORGANISATIONAL

5.3

118

COMMUNICATION

119

5.2.1

Changing Communication Needs

119

5.2.2

The Changing Work Force

121

5.2.3

Good Organisational Communication: A Big Reward

123

5.2.4

The New Professional Communicator

125

CONCLUSION

128

REFERENCES

130

APPENDICES

132

LIST OF FIGURES

DESCRIPTION

PAGES

CHAPTER 1 1.1

Research Methodology

5

2.1

Communication Process

10

2.2

Function of Communication

12

2.3

Types of Noise in Communication

15

2.4

External and Internal Communication

18

2.5

An Explicit and Obvious Organisational Structure

25

2.6

Organisation Hierarchy

26

2.7

Adding Party to an Organisational Hierarchy

26

2.8

A Hierarchy on Party

27

2.9

Using abilities in Organisation Structures

28

2.10

Organisations Structure

31

2.11

Tall Structure

32

2.12

Flat Structure

33

2.13

Hierarchical Organisation

35

2.14

Functions of Organisation

45

CHAPTER 2

LIST OF FIGURES (Cont’d)

DESCRIPTION

PAGES

CHAPTER 3 3.1

Fayol’s Concept

67

3.2

Type of Communication

73

3.3

A Grapevine Communication

75

3.4

A Communication Network

78

3.5

Type of Grapevine Chains

81

3.6

Example of Division Form Structure

85

3.7

E.g of Communication Process

87

3.8

Communication Channel in UiTM Shah Alam

88

4.1

Communication Channels

95

4.2

Information used during Communication

97

4.3

7-steps Communication Program

102

5.1

Example of Technologies adopted then and now

123

5.2

Communication Variables

124

5.3

Recommendations

127

CHAPTER 4

CHAPTER 5

LIST OF TABLES

DESCRIPTION

PAGES

CHAPTER 2 2.1

Example of Telecommunications

2.4.5.5 Advantages and Disadvantages

21 35

CHAPTER 3 4.1

Example of form to measure the performance

106

4.2

Benefits Communication tools

112

CHAPTER 5 5.1

Changing of work Force

121

5.2

Changing of Workplace

122

5.3

Changing of Actions

126

CHAPTER

1

CHAPTER 1 INTRODUCTION 1.1

BACKGROUND

Communication is an important process for every organisation such as educational institution which accommodates more than one individual either to transfer the data, to give the instruction or to give announcement. In term of educational places like Universiti Teknologi MARA Shah Alam as the centre of all the UiTM campus in each state in Shah Alam. So, largest University in Shah Alam needs the system for organisational communication either inside or outside the boundary of UiTM Shah Alam as medium to fulfil the University’s mission as provide higher educational service.

Toward enhancing the quality of management in each works among the staff or other related person with UiTM there are medium that need to use as connection between them. The suitable organisational communication system may resolve all the difficulties among all parties in UiTM Shah Alam to give or get the information, announcements, reminders or other transactions and also for relationship among the UiTM Shah Alam’s staff that need communication system in all progress.

UiTM is one of the organisations that need communication as item relate to each other only through some form of communication in organisational communication there types of communication flow such as formal communication, informal communication, downward and upward communication and etc. As a educational organisation UiTM need best types of communication to archive the goal in many aspect especially in organisation that involved staff (superior and subordinates). For each building in UiTM

Shah Alam the communication among the staff or related person might be via channel as medium of communication. These channels also one of the factor in organisational communication and important to all parties. In this study the communication is varies and circumstances of organisational communication of population in UiTM Shah Alam will be concentrate.

1.2

AIM

The study created to study about the organisational communication system in Universiti Teknologi MARA Shah Alam as a guideline for future use as reference to improve their knowledge about the organisational communication system such as education institution, construction organisation etc.

1.3

OBJECTIVES

I. To identify the information of organisational communication system. II. To study about the organisational communication system that implemented in UiTM Shah Alam. III. To identify the scenario and planning of organisational communication in UiTM Shah Alam. IV. To propose the strategic organisational communication plan for UiTM Shah Alam.

1.4

ISSUE / PROBLEM STATEMENT

UiTM

is

educational

institution

that

provides

the

knowledge

services

and

communication system that suitable for achieve the goal to create the environment of better communication as tool to avoid the failure of communication. Based on this study

there is a need to identify the organisational communication in UiTM. Tools that incorporate the system also need to discover either in term of ability to perform the better result for communication or worst. Each organisation in UiTM Shah Alam has their communication but is there the best communication as a bridge to achieve the goal.

Organisational communication something

that

related

to superior and

subordinates, via this study could be the relation between them may be increase and help for communication in UiTM by producing the advantages to avoid the obstacles, by this study also may create understanding for employee about the communication and in their daily work in organisation which is can be come from varies sector such as construction sector but UiTM Shah Alam become the subject matter for other organisation in any sectors. Thought these issues organisational communication in UiTM will be guide to become more suitable.

1.5

SCOPE OF STUDY

This study create to become guidelines for any sectors in Malaysia regarding organisational communication that implemented in UiTM as educational institution especially for construction sector that very fragmented in their activities and management. In addition, interview with related person that clearly understand what is organisational communication. This study focused on UiTM Shah Alam.

1.6

METHODOLOGY

1.6.1 Literature Review In this section, those are discussed briefly. Information is obtained from various sources such as related reference books, articles from internet and magazines. The purpose of this is to get a general overview of the topic in organisational communication.

1.6.2 Survey and interviews To let perceptively respondents give their opinion and point of view regarding the research. Forms filled with survey will be distributed to staff (superiors and subordinates). The survey is distributing randomly around UiTM Shah Alam (focal point) only. The survey is based on the researches issues, articles and others. Interview will be held to the UiTM’s staff (superiors). This method will allow better to gather the information about scenario of organisational communication that implemented either written or just a virtual but useful.

Identify Problem Internet

Literature Review Articles

Books

Interview session

Survey

Related Document

Data Analysis

Recommendation and Conclusion Figure 1.1: Research methodology flow chart

1.7

TENTATIVE CHAPTER HEADINGS

1.7.1 Chapter 1- Introduction

The first chapter consists of general introduction to study, a highlighted issue of the topic, main objectives to be covered, methodology, scope and limitation of the study, and finally the overview of chapter arrangement in this study.

1.7.2 Chapter 2- Literature Review

This chapter shows the literature review on organisational communication system commonly in general view regarding organisation. Inclusive information about organisational communication, definition and items that involved in organisational communication system, the process and related issue are discussed in detail.

1.7.3 Chapter 3- Case Study

As mention in the scope of study above, UiTM Shah Alam will be the case study in this dissertation. The application of organisational communication in an institution as UiTM Shah Alam, the scenario of organisational communication will be highlighted. The offices consists with unit, division, department and etc in UiTM Shah Alam will be main source of data collection. The data and information gathered will be precisely discussed in this part of dissertation.

1.7.4 Chapter 4- Findings and Analysis As a sequence to the study made on the institutions, analysis and finding takes part in the preparation of this dissertation. This is an important

item to be

discussed to gather information of organisational communication implemented in selected organisation in UiTM Shah Alam and some relevant details that stated in the literature review provided.

1.7.5 Chapter 5- Recommendations and Conclusion

Further to the study on the overall process of data collection in the literature review and on the study sites, the conclusion will be made based on the current condition of study scope and objectives to ascertain the compliance of the main objective stated before on the real site. Some extent of recommendation can be progress based on the findings and analysis above. The recommendation can be progressed on the findings and analysis above. The recommendation will be made in accordance to the requirements and method on enhancing the organisational communication system.

CHAPTER

2

CHAPTER 2 INTRODUCTION TO COMMUNICATION SYSTEM

2.1

GENERAL

This chapter will introduce about the communication system regarding organisation as general and explain the related information for the system that suitable and widely used in many organisations. The word communication represented the process of transferring information from a sender to a receiver with the use of a medium in which the communicated information is understood by both sender and receiver. By requires that all parties understand a common language that is exchanged in many ways that commonly used such as speaking, singing and sometimes tone of voice, body language, sign language, eye or the use of writing. Trough these commonly ways communication is defined as a process by which we assign and convey meaning in an attempt to create shared understanding. This process requires a vast repertoire of skills in intrapersonal and interpersonal processing, listening, observing, speaking, questioning, analyzing and evaluating.

Use of these processes is developmental and transfers to all areas of life such as at home, school, community and also for work which is related to organisation. Collaboration and cooperation occur through the communication and articulation of sending a message through different media whether it be verbal or nonverbal, so long as a being transmit a thought provoking idea, gesture, action, etc. each company have their own organisation and this organisation will help the company or institution such as Universiti Teknologi MARA to archive their goals as educational service provider to all the students.

2.1.1 Communication

When we are discussed about communication in organisation there are basic issues about communication need to be clear such as “Why communications fail?” , “communication methods”, “functions of communication”, “process of communication”, “channel of communication” and “effective of communication”. All these issues need to be clear because when these issues are totally completed of their information there are ways for every organisation to develop very best communication system. To create the communication in an organisation need to discover their suitable types of communication. Types and method in communication are two different things which is type in communication represent for what are the communication and how it is works and for the example of type of communication are either formal or informal, upward or downward and horizontal communication. But for method in communication explain about how communication could be use as step to fulfil the function of communication and for example are, via the spoken word, written report, telephone, video conferences, meeting, newsletter, employees report, email, handbooks, loudspeaker, notices, briefing groups even grapevine as long as the communication could be transfer to receiver.

2.1.2 Communication Process MESSAGE SENDER

ENCODING

MEDIA

DECODING

RECEIVER

BARRIERS/ NOISE



RESPONCE

Figure 2.1: Communication Process Based on previous page figure 2.1 shown the diagram of communication process which is involves with seven elements and have the barrier that might be fail to complete the process. This is a simple model of the elements in the communication process. This is a way to summarise the major elements in the presentation. Every communication has a beginning, middle and an end. At the start, it is important to encourage communication and to acknowledge, and really listen to, what senders have to say. This helps establish connection. The core of communication is a process of formulating (encoding) and sending a message via suitable media that is heard (received) and interpreted (decode). This highlights that there are many points at which the communication process can go wrong. When ending a communication, decisions need to clarify and to check from other party. It is good to ensure everyone knows who is going to do what, by when in next meeting.

Finally, be sure to summaries what has happened and assess the communication and meeting process. Barriers such as noise may damage the information that transfer and maybe the communication fail to achieve the goal and some precautions need to take action as procedure to save the information from fail to operate.

Organisations can not operate without communication. Communication can take various forms but all forms involve the transfer of information from one party to the other. In order for the transfer of information to qualify as communication, the recipient must understand the meaning of the information transferred to them. If the recipient does not understand the meaning of the information conveyed to them, communication has not taken place.

Communication is the life source of organisations because organisations involve people. People cannot interact with each other without communication. In the absence of communication, everything would grind to a halt. For example;

The workers in an organisation would not know the organisation’s objectives so they would not strive to achieve the organisation’s objectives. •

The workers in an organisation would not know what their roles and responsibilities were, so they would not be able to carry out their daily tasks and duties.

•

The managers would not be able to train their workers reports so the workers would not possess the skills they needed to carry out their jobs.

•

The managers would not be able to inform workers of changes

•

The organisation would not be aware of their competitors activities

2.1.3 Function of communication

Communication functioned as a tool for every goal and some of them are very useful for each organisation. For example in construction company the director ask his project manager monitor the site to avoid any accident during construction works and the goal to avoid the accident be achieve if the project manager take duty of care by remind the workers via notices or briefing and instructed the safety officer to make sure all the workers followed the rules and the goal are success. Below diagram shown the examples for the functions of communication in any situation:

INFORMATION INSTRUMENTAL EXPRESSION

FUNCTIONS OF COMMUNICATION ROLE RELATED

ATTITUDE CHANGE SOCIAL RELATIONSHIP

Figure 2.2: Functions of communication

o

Information Communication is a medium for sender to transfer the information to the receiver and receiver understand the message and the message act as information receiver. For example in construction’s project the architect advice the client to choose suitable material roof construction based on some important reason. The advice was encoded as a safety reason and client have the knowledge on suitable material for roof and the advice act as an information in decision makes or action that need to taken in any situation. That the function of communication.

o Expression Communication also functioned to express the feeling, the condition or mood of every single person. It’s not exactly in say something by words but might be via face’s reaction or body language. This how we know the condition of every person such as he or she in sad, mad, happy or something that keep the secret without use voice. By this function the respond from the receiver may be negative or positive.

o Attitude Change Communication could be expressing the change of individual’s attitude. It could as positive and negative. The receiver will detected the change and may be understand what going on to the sender.

o Instrumental function Communication also function to influent the receiver to understand or do something once instruction given by manual, report etc.

o Role related The function also called as habits or role of somebody to explain something about his skill to receiver.

o Social related This function more too contractual related and communication needed for example relation between contractor and client.

2.1.4 Barriers to Effective Communication

Based on figure 2.1 at each stage in the process encoding, transference, and decoding there is the possibility of interference which may hinder the communication process. This interference is known as noise. Often a comparison is made between communication and a leaky bucket. If we use a leaky bucket to carry water, water will be lost at various points in our journey from the water tap to our destination. It is not possible to stop losing water because the bucket contains holes. The amount of water we will lose will be determined by the number of holes in the bucket, the size of the holes, the route we take to our final destination and length of time it takes us to get to our destination. There may also be other events that occur during our journey which increase the amount of water lost. Similarly when information is transferred from the transmitter to the receiver not all of the information may be received by the receiver

because of holes called noise. Each of the noise may be affect the amount of information transferred. Just as in a leaky bucket, more holes decrease the amount of water, more noise decreases the amount of correct information received. Noise can take a variety of forms including items in diagram below:

Languages issues and Cultures Differences Transmissions Journey

Environment issues NOISE

Receiver attitude and behavior

Channel Issues

Figure 2.3: Types of noise in communication

o

Language issues and Cultural Differences: the receiver(s) may not (fully) understand the language used by the transmitter. This may occur if the transmitter’s language is foreign to the receiver. There may also be language problems (that the communication process) if the message contains technical information and the receiver’s is not familiar with the technical used. Cultural differences created by an individual’s background and experience affect their perception of the world. Such cultural differences may affect the interpretation (decoding) of the message sent.

o

Environmental issues: If the environment that the transmitter or receiver are in, is noisy and full of sound, the sounds may prevent the message being fully understood. Background noise is often created by colleagues or machinery.

o

Channel issues: If the channel used to transfer the information is poor it may prevent all or some of the information being transferred. Examples include a faulty fax machine, a crackling phone, handwriting that cannot be read or in the case of oral messages incorrect facial gestures.

o

Receivers attitude and behaviour: If the receiver(s) is not interested in the message (or unable to give their full attention to decoding) this may reduce the amount of information received or the accuracy of the information transmitted to them. Similarly the receiver(s) may misinterpret the message by "jumping to conclusions" or reading the message in a manner that suits their own interests/objectives and distort the true meaning of the message.

o

Transmission journey: i.e. steps in the message, If the message is complicated or there are lots of steps taken to transfer the message it may affect the accuracy or interpretation. Comparing with the leaky bucket if the leaky bucket has to carry water over a longer distance more water will probably lost than if the journey was shown.

2.2

COMMUNICATION TYPES

2.2.1 Internal Communication

This is communication that takes place within (or across) an organisation. In addition to the usual face to face, telephone, fax or mail; modern organisations may use technology to communicate internally. Technology may be used for e-mails or a linked internal communication system such as the intranet which is an internet system designed solely for use by those working for the organisation.

2.2.2 External communications

On the other hand external communication is communication between the organisation and those outside the organisation. Modern organisations may design technological systems so that they can communicate with customers and undertake e-Commerce. Alternatively they communicate with other businesses through the internet or similar systems and undertake e-Business.

2.2.3

Functions of Internal and External Communications

Technology has rapidly expanded the types of internal and external communication available to organisations. The diagram illustrates the vast array of internal and external communication available.

Combined together internal and external types of communications allow various sectors of the local, national and international community to interact, liaise and conduct business.

External Communication o Letters o

Fax

o

Direct Mail

o

Internet

o

Video

o

Telephone

o

Advertising

o

Websites

Internal Communication o Team briefings o

Notices

o

Reports

o

Memos

o

Face to face

o Email

Figure 2.4: External and Internal Communication

2.2.4 Formal and Informal Communications

Formal communication is defined as communication which occurs through the official organisational channels or is undertaken by an employee to do their job. For example official meetings, letters and a manager asking an employee to carry out a particular task. Conversely informal communication is that which occurs outside the recognised communication networks such as talking in the lunchroom or hallways between employees. Informal communication can be productive or negative. It has the potential

to build teams, improve working relationships and generate ideas as employees are in a relaxed environment.

2.2.5 Upward and Downward Communications

Downward communication is communication created by directors and managers and ed down the hierarchy of workers in the organisation. In traditional organisations this is the preferred method of communication i.e. Managers decide what the systems, rules and procedures will be and then they these down to employees they manage and supervise. Downward Communication can increase efficiency by synchronising organisational procedures and can ensure that everybody is working towards the same overall aims and objectives. Types of downward communication include job descriptions, appraisals/evaluations, organisational policy, and organisational systems.

Although there are advantages to downward communication organisations have began to encourage upward communication. This is communication which originates at the lower level of the employment hierarchy and is then communicated up through the line. Organisations encouraging upward communication believe that everybody is capable of generating thoughts and ideas which may help the organisation to progress, particularly when they are working closely in the area that the idea applies to. Upward communication may increase motivation and make employees feel valued and respected whilst enabling managers to understand how employees are feeling.

Furthermore if problems occur at they are more likely to be identified earlier by those working closely in the area that they occur. Types of upward communications include suggestion schemes, forums/surveys, grievance procedures and employeemanager discussions.

2.2.6

Lateral Communication

This is communication that occurs between employees on the same level in the organisation. As this can involve decision making it can create efficiency as employees do not have to wait for managerial approval. On the other hand, if the manager is not kept informed or if the manager fails to set boundaries there is potential for conflict.

2.2.7

Diagonal Communication

This occurs when communication occurs between workers in a different section of the organisation and where one of the workers involved is on a higher level in the organisation. For example in a bank diagonal communication will occur when a department manager in head office converses with a cashier in a branch of the bank based on the high street.

2.3

TELECOMMUNICATIONS

Term

Definition Communication

Telecommunication

between

parties

based

in

different

locations by using a cable, telephone, broadcast or a telegraph. Linking to or more computers together so that information and facilities can be shared. Computers in the same room

Networking

may be linked together or the organisation may decide to link, computers in different parts of the world together. Local Area Network

Computers linked by a network without the use of telecommunications. Often the computers linked are based

(LAN)

in the same location, group of buildings or site.

Wide Area Network (WAN)

Computers linked by a network using telecommunications. Often the computers linked are based in different locations.

Teleconferencing

Through the use of telecommunication devices such as video

link participants

based

in different

locations

communicating is known as teleconferencing. Electronic Data

Computer networks used to exchange standard business

Interchange (EDI)

transaction documents between organisations.

Table 2.1: Example of Telecommunications

2.4 ORGANISATION

Organisation could be varies and depend on the company or institutions, this word represent for a social arrangement which pursues collective goals, which control its own performance and which has a boundary separating it from its environments. There are types of organisation such as in social and management as tools to archive the goals. In organisation included structures and leadership which is play their roles to fulfil organisations goals. Organisation also aware to optimizing the organisation structure and included in management science.

2.4.1 Concept The word organisations could be varies and two difference definitions given by previous philosophers are:

"...organisation is a particular pattern of structure, people, tasks and techniques.. " Source: Leavitt, H.J. 1962. Applied organisation and readings. Changes in industry: structural, technical and human approach. in: Cooper, W.W., et al. New Perspectives in Organisation Research. New York, NY: Wiley.

"... a system which is composed of a set of subsystems..." Source: Katz, D., and Kahn, R.L. 1978. The Social Psychology of Organisations. New York, NY: Wiley. An organisation is derived from Greek word which mean tool and the term is used in both daily and scientific English in multiple ways.

2.4.2 Features of organisation

o

Composed of individuals and groups of individuals

o

Oriented towards achievement of common goals

o

Differential functions

o

Intended rational coordination

o

Continuity through time

2.4.3 Organisation structure

An organisation included the structure in providing guidelines on hierarchy, authority of structure and relationships, linkage between different functions and coordination with environment. Structure is composed of three components: complexity, formalization and centralization. Complexity is the degree to which activities within the organisation are differentiated. Such differentiations may be horizontal, vertical or spatial. The definition of organisation structure is "...institutional arrangements and mechanisms for mobilising human, physical, financial and information resources at all levels of the system..." and the utility in organisation structure are Division of work into activities, Linkage between different functions, Hierarchy, Authority structure ,Authority relationships ,Coordination with the environment .

Source: Sachdeva, P.S. 1990. Analytical framework for the organisation and structure of NARS. in: Organisation and Structure of NARS: Selected Papers. The Hague: ISNAR.

It seems that remarkably early in our lives we become familiar with organisational structures. The classic management hierarchy appears on an organisation chart early in our career, but even by then we’ve already come across the notion in plenty of places. So in a way it should not be surprising that organisation structures crop up frequently enough in business software too. I recognized many organisational patterns several years ago and ever since they keep turning up again. A good way to start thinking about modeling organisation structures is to think of the obvious way. Imagine a company where people work in departments, which are organized into divisions.

Organisations are structured in a variety of ways, dependant on their objectives and culture. The structure of an organisation will determine the manner in which it operates and it’s performance. Structure allows the responsibilities for different functions and processes to be clearly allocated to different departments and employees.

The wrong organisation structure will hinder the success of the business. Organisational structures should aim to maximize the efficiency and success of the Organisation. An effective organisational structure will facilitate working relationships between various sections of the organisation. It will retain order and command whilst promoting flexibility and creativity.

Internal factors such as size, product and skills of the workforce influence the organisational structure. As a business expands the chain of command will lengthen and the spans of control will widen. The higher the level of skill each employee has the more the business will make use of the matrix structure to maximize these skills across the organisation.

2.4.3.1

Span of Control

This term is used to describe the number of employees that each manager/supervisor is responsible for. The span of control is said to be wide if a superior is in charge of many employees and narrow if the superior is in charge of a few employees.

Division

Department

Person

Figure 2.5: An explicit and obvious organisational structure.

Figure 2.5 shows an explicit model for this where each part of the structure is a separate class.

Explicit structures have two main disadvantages. They do not work well if there is much common behaviour between the kinds of organisation. They also embed the current organisational categories into the design. Should some bright spark decide to add regions between divisions and departments, we have some modifications to do.

Figure 2.6: Organisation Hierarchy

Faced with these problems, the obvious move is to create a super type for the organisation, which leads us to Organisation Hierarchy in Figure 2.6. The organisation hierarchy works best when we do not have much different behaviour between the organisation structures. It also allows us to stay very flexible if new kinds of organisations appear. If we do have some varied behavior we can use subtypes to pull this down.

Figure 2.7: Adding Party to an organisation hierarchy Making a super type for the organisation is a pretty obvious move, another common, if less obvious; super type is Party: a super type between the organisation and person,

leading to Figure 2.7. Often we find that there is not much difference between the hierarchic association between organisations and the association between person and organisation so we can pull these associations up to the super type (Figure 2.8)

Figure 2.8: A Hierarchy on party

A hierarchy like this is a good choice for many organisations; it certainly captures the usual org charts pretty well. But as organisations get larger then we tend to see a number of different kinds of links between the parties. This might be matrix style organisational structures where people are organized by job function and geographic location at the same time. Obviously one way to do this is to create a second party hierarchy, but this only goes so far. We do not want our party decorated with hierarchies where we make the interparty relationship an object in its own right, typed according to the kind of link we need to have (Figure 2.8).

abilities represent the most powerful, and also the most complex way of dealing with organisational structures. So like most of these power tools, we do not get them out unless we really need them. But when we do abilities give us a very flexible

way of handling all sorts of relationships. When we have abilities there are often rules that say what kinds of parties can be connected together.

Figure 2.9: Using abilities in Organisation Structures

2.4.4 Principle of organisation structure

In organisation the basic principles are specialisation, coordination, de-centralization and centralization, and line and staff relationships. Specialization is division of work into components or units in which people specialize. It can be vertical (kinds of work at different levels in the organisation) or horizontal (division into departments). Specialisation facilitates application of special knowledge for achievement of goals. This increases the efficiency of the organisation. Disadvantages of specialization would include

adverse

communication.

effects

on

fundamental

work

attitudes,

relationships

and

Coordination is integration of activities of specialised units towards the common objective. This involves placement of different units in the organisation together or separately and deciding on patterns of relationship and communication. Coordination is achieved through hierarchy of authority. This involves important principles of organisation. Unity of command is being responsible to and receiving orders from only one superior.

The scalar principle ensures a chain of command in a straight line from top to bottom. Since this is not always desirable or possible, employees could also relate with each other on a 'gang plank.' The responsibility and authority principle establishes the need for authority along with responsibility for accomplishing tasks. Span of control refers to the number of specialized units of persons less than one management. Discuss the situational factors which affect the span of control. Departmentalization is the process of grouping

different

types

of

functions

and

activities

of

the

organisation.

Departmentalization may be functional, by product, or by s, territory, process, equipment, etc.

Another important principle of organisational structuring is whether decision making is delegated to lower levels (de-centralized) or concentrated at the top (centralized). Observe that organisations have different blends of centralization and de-centralization.

Line authority refers to the superior-subordinate relationship through the hierarchy of authority. Line employees are directly responsible for achieving organisational goals. Staff employees’ aid and line employees in their work. Thus, they have different functions and goals, which could lead to conflicts, but they should be avoidable. Ask participants about conflict between line and staff in their organisations. Issues in conflict resolution will be discussed in another module.

Ask participants whether the structure of an organisation should remain stable throughout or change in response to environmental changes. Obviously, the organisation has to respond to changes in the environment as they affect its working.

One of the principles of management discussed during the previous session was 'departmentalization'. This principle is concerned with sectioning an institute into istrative units to enhance the probability of the institute achieving its goals by implementing its plans within the limits of its capabilities. There are two rationales used for assembling, or sectioning, institutional units. These are concerned with the grouping of the institute's staff into istrative units, and the flow of authority and responsibility within an institute

2.4.5 Types of organisational structure 1. Classic organisational structure

o Simple centralised design

o Bureaucratic organisation

o Divisional organisation

2. Modern organisational design structure

o Project organisation

o Matrix organisation

3. Adhocracy or Organic organisational structure

Figure 2.10: Organisations Structures

2.4.5.1

Different Structures

o Tall Structure Organisation

In its simplest form a tall organisation has many levels of management and supervision. There is a “long chain of command” running from the top of the organisation e.g. Chief Executive down to the bottom of the organisation e.g. shop floor worker. The diagram below neatly captures the concept of a tall structure.

Figure 2.11: Tall Structure

However, tall structures rarely exceed 8 levels of management. This is firstly because the number of layers (i.e. management levels) decreases the span of control. Secondly the disadvantages of the tall structure begin to outweigh the advantages of a tall structure.

o Flat Structure Organisation

In contrast to a tall organisation, a flat organisation will have relatively few layers or just one layer of management. This means that the “Chain of Command” from top to bottom is short and the “span of control is wide”. Due to the small number of management layers, flat organisations are often small organisations.

Figure 2.12: Flat Structure

o Hierarchical Organisation In a hierarchical organisation employees are ranked at various levels within the organisation, each level is one above the other. At each stage in the chain, one person has a number of workers directly under them, within their span of control. A tall hierarchical organisation has many levels and a flat hierarchical organisation will only have a few. The chain of command (i.e. the way authority is organized) is a typical pyramid shape.

Figure 2.13: Hierarchical Organisation

A traditional hierarchical structure clearly defines each employee’s role within the organisation and defines the nature of their relationship with other employees. Hierarchical organisations are often tall with narrow spans of control, which gets wider as we move down the structure. They are often centralised with the most important decisions being taken by senior management.

In the twentieth century as organisations grow bigger, hierarchical organisations were popular because they could ensure command and control of the organisation. However with the advent of globalisation and widespread use of technology, in the 1990’s tall hierarchical organisations began to downsize and reduce their workforce. Technology was able to carry out many of the functions previously carried out by humans.

2.4.5.2

Centralised and Decentralised Organisation

In a centralised organisation head office (or a few senior managers) will retain the major responsibilities and powers. Conversely decentralised organisations will spread responsibility for specific decisions across various outlets and lower level managers, including branches or units located away from head office/head quarters. An example of a decentralised structure is Tesco the supermarket chain.

Each store of Tesco has a store manager who can make certain decisions concerning their store. The store manager is responsible to a regional manager .Organisations may also decide that a combination of centralisation and decentralisation is more effective. For example functions such as ing and purchasing may be centralised to save

costs. Whilst tasks such as recruitment may be decentralised as units away from head office may have staffing needs specific only to them.

Certain organisations implement vertical decentralisation which means that they have handed the power to make certain decisions, down the hierarchy of their organisation. Vertical decentralisation increases the input; people at the bottom of the organisation chart have in decision making.

Horizontal decentralisation spreads responsibility across the organisation. A good example of this is the implementation of new technology across the whole business. This implementation will be the sole responsibility of technology specialists.

2.4.5.3

NO.

Advantages and disadvantages

ORGANISATION STRUCTURE

ADVANTAGES There is a narrow span of control ie each manager has a small number of employees under their control. This means that employees can be closely supervised. There is a clear management structure

1

Tall Structure Organisation

DISADVANTAGES The freedom and responsibility of employees (subordinates) is restricted Decision making could be slowed down as approval may be needed by each of the layers of authority

The function of each layer will be clear and distinct. There will be clear lines of responsibility and control

Communication has to take place through many layers of management

Clear progression and promotion ladder

High management costs because managers are generally paid more than subordinates. Each layer will tend to pay it’s managers more money than the layer below it.

2.4.5.3 NO.

2

Advantages and disadvantages (cont’d)

ORGANISATION STRUCTURE

Flat Structure Organisation

ADVANTAGES

DISADVANTAGES

More/Greater communication between management and workers,

Workers may have more than one manager/boss.

Better team sprit.

May limit/hinder the growth of the organization.

Less bureaucracy and easier decision making.

Structure limited to small organisations such as partnerships, co-operatives and some private limited companies.

Fewer levels of management which includes benefits such as lower costs as managers are Function of each department/person could be generally paid more than worker. blurred and merge into the job roles of others The organisation can be bureaucratic and Authority and responsibility and clearly respond slowly to changing customer needs defined. and the market within which the organisation operates. Clearly defined promotion path.

3

Hierarchical Organisation

There are specialists managers and the hierarchical environment encourages the effective use of specialist managers. Employees very loyal to their department within the organisation,

Communication across various sections can be poor especially horizontal communication. Departments can make decisions which benefit them rather than the business as a whole especially if there is Inter-departmental rivalry.

2.4.5.3 NO.

Advantages and disadvantages (cont’d)

ORGANISATION STRUCTURE

ADVANTAGES Senior managers enjoy greater control over the organisation. The use of standardised procedures can results in cost savings.

Centralised and Decentralised Organisation 4

Decisions can be made to benefit the organisations as a whole. Whereas a decision made by a department manager may benefit their department, but disadvantage other departments. The organisation can benefit from the decision making of experienced senior managers. In uncertain times the organisation will need strong leadership and pull in the same direction. It is believed that strong leadership is often best given from above.

DISADVANTAGES Senior managers have time to concentrate on the most important decisions (as the other decisions can be undertaken by other people down the organisation structure.

Decision making is a form of empowerment. Empowerment can increase motivation and therefore mean that staff output increases. People lower down the chain have a greater understanding of the environment they work in and the people (customers and colleagues) that they interact with. This knowledge skills and experience may enable them to make more effective decisions than senior managers.

Empowerment will enable departments and their employees to respond faster to changes and new challenges. Whereas it may take senior managers longer to appreciate that business needs have changed Empowerment makes it easier for people to accept and make a success of more responsibility.

2.4.6 Organisation Functions In order to produce and sell their product or service most organisations will need to undertake for example 6 key functions. v Design and Production v Finance v Human Resources v Sales and Marketing v istration

v Research and Development Each of the functions will need to work together so that the whole of the organisation has the same aims and objectives. To achieve this communication across the various functions is key activity. A starting point for this type of communication is the creation of a clear set of company objectives which each function is aware of. These objectives then need to be further broken down into specific objectives for each function. Regular reviews of firstly how each function is performing against its objectives and secondly how the company is performing against it’s overall objective should ensure that the whole company is pulling in the same direction.

2.4.6.1

Factors of Production

To generate a product or service an organisation will need to combine labour, capital, energy, materials and information.

Labour is the mental and or physical effort of employees and can take a variety of forms including filing, lifting, data processing, decision making, and line management. In fact labour is any effort/task an employee needs to undertake in order to produce the product or service.

Capital is the machines and tools needed to produce the product or service. This physical capital is purchased through financial capital such as loans, sale of shares in the organisation and use of profit generated by the organisation.

Energy is provided through the use of gas, electricity, solar power and steam. Energy is needed to heat/light up the premises, make the machinery work and to ensure that the organisation is a comfortable place for the employees to work in.

Materials in their raw form are needed to produce the product or service. For example a restaurant will need ingredients to make the food that they serve to their customers. Information is the knowledge and expertise needed to produce the end product. For example a restaurant will need to know what ingredients are necessary for each dish, what quantity of ingredient to use, how to mix each ingredient and how long (if at all) to cook each dish.

Factors of production have also been classified into land, labour, capital and enterprise. In this type of classification natural resources such as water, coal and farm land are grouped together as land. Despite the fact that enterprise, are all the factors which bring together land, labour and capital to produce the end product.

2.4.6.2

Finance Function

The financial section of the organisation will keep manual/electronic records of money received and paid out by the organisation. This information will then be used to produce various financial statements for tax purposes and to comply with legal requirements. The information will also be used to produce management s to enable senior managers to plan and review business strategy. The finance department or unit may also be responsible for istering employee expenses and salaries. For payment of wages the finance department will need to take into statutory deductions such as tax, and employee contributions such as pension or loan repayments.

2.4.6.3

Human Resources Function

Human resources or Personnel’s main responsibility is the recruitment, selection, training and development of staff. This will involve developing staff to maximise their potential in a manner that furthers the organisation’s objectives.

Human resources may also need to comply with legislation applicable to the country in which they are based. For example in the UK employers will need to maintain accurate personal records in a manner that is compliant with the UK Data Protection Act 1984.

Human resources often adopt a welfare role which includes looking after employees whilst they are at work. They may also create policies that balance organisational needs with those of the employee. They will also interpret employee welfare legislation and ensure that the organisation is complying with the applicable legislation.

2.4.6.4

Sales and Marketing Function

The marketing department will research customer needs to develop strategy and product to satisfy that customer need. In its research, the marketing department will investigate the market they are aiming at; the type of consumer making up the market (age, background sex etc) and the preferences of the consumer within that market. The marketing department will then need to marry consumer preferences with producing a product that is profitable. Once the product has been designed by the production department marketing will then need to package, , and promote the product. Sales are responsible for persuading the consumer to purchase the end product, manufactured through marketing’s research. The Sales Department’s selling strategy could involve mail shots, travelling sales representatives, telephone sales and devising the sales interview.

2.4.6.5

istrative ( or Facilities Management) Function

This involves dealing with all istrative tasks including mail handling, dealing with enquiries/complaints, catering, and computer services. They will also produce documents (e.g. forms, stationary, and newsletters) for the organisation and maintain the organisation’s premises and equipment. This function although not always recognised is vital, as it is the glue that holds the organisation together. Without an istrative department, customer complaints would not be resolved, customer orders may not be processed, and the workforce may not have the tools they need to complete their tasks.

2.4.6.6

Research and Development Function

The aim of research and development is to improve existing products, create new and better products, improve production methods, and create effective processes. This will enable the organisation to reduce costs, increase profitability and remain ahead of the competition. As not all research will lead to new/improved products/processes companies will need to allocate a specific portion of their budget to research and development activities.

Factors of production

Finance Function

Human Resources Function

Organisation Functions

Research and Development Function

Sales and Marketing Function istrative (or Facilities Management) Function

Figure 2.14: Functions of Organisation

2.5

COMMUNICATION IN ORGANISATION

2.5.1 General

People depend on organisations for their living. Thus ours is an organised society. The lifeblood of organisations is communication. Without communication there can be no organisation. The importance of communication in organisations is well established by the researchers taking into consideration the amount of time spent by in organisations. According to them, in organisations spend 50 to 80 per cent of their time engaged in communicate behaviour. Communication in organisation is a something that related to people under same organisation which were working together to achieve or collective goals of their organisation needed such as in their services, product or something that related to standard to become success in company goals. The modern field traces its lineage through business information, business communication, and early mass communication studies published in the 1930s through the 1950s. Until then, organisational communication as a discipline consisted of a few professors within speech departments who had a particular interest in speaking and writing in business settings. The current field is well established with its own theories and empirical concerns distinct from other communication subfields and other approaches to organisations. Several seminal recognized the importance of communication in the organizing process, and in using the term "organisational communication". Nobel Laureate Herbert Simon wrote

in 1947 about "organisation communications systems", saying

communication is absolutely essential to organisations". In 1951 Bavelas and Barrett

wrote An Experimental Approach to Organisational Communication in which they stated that communication "is the essence of organised activity".In 1953 the economist Kenneth Boulding wrote The Organisational Revolution: A Study in the Ethics of Economic Organisation. While this work directly addressed the economic issues facing organisations, in it he questions the ethical and moral issues underlying their power, and maintains that an "organisation consists of a system of communication in 1954, a Weng Chris Argyris published Personality and Organisation. This careful and researchbased book attacked many things, but singled out "organisational communication" for special attention. Argyris made the case that what ed for organisational communication at the time was based on unstated and indefensible propositions such as "management knows best" and "workers are inherently stupid and lazy." He accused the emerging field of relying on untested gimmicks designed to trick employees into doing management's will.

2.5.2 Organisational communication

How interaction occurs and how communication is directed in groups are important organisational processes - as important as what is being communicated. The process of interaction itself affects the quality of communication. Human interaction involves not just the messages (content) but also involves the meanings - intended or otherwise, how messages (written , verbal and non-verbal) are received, the speed of delivery, how messages can become jumbled and lost. We code messages by our selection of language, how we sequence the things in the message and how we wrap and un-wrap messages with our expectations, feelings and irritabilities. As simple elucidation, communication is about share the meaning, process or communication behaviour, real message or message that sent or received and study

about the process that involved in sent and received the message. Levels of communication included intrapersonal, interpersonal, communication in minor group, communication cross the cultural, organisation communication, public communication, mass communication and international communication. Based on study by Nik Rashid (1993) stated the second element in definition of leadership is about importance of communication. Method of communication whether clear, exact or precise will effect to behaviour and performance of follower.

Despite of that, the manager need to encourage his/her subordinate give opinion and make suggestion to change. Unfortunately, from the view of leadership theory, two ways communication not exactly good and suitable to use in all situations and time and the main key is “situation”. In some situation, two ways communication not smart to be use because using so much time. Problem in organisation that really structured is routine, one way communication is more enough if fully controlling executed.

Best leader need to understand the process of communication that involved the things such as communicator, news, channel, receiver and respond. There are many factors that disturb the communication process such as receiver perception, noise as mentioned earlier in previous topic, language and valuation are the simple barriers. Best leader also need to understand this barriers and need to know the solution. Communication concept shown the need for a leader re how the community arises. To make sure the functions could be realise, Azahari (1998) said items in communication involvement are words, meaning, belief and action.

Apart of that , communication is a important activity in organisation. Based on Zaiko and Dance (1965) managers in big organisations in United State used 85-90 percentages

from their works for working in related to communication. Writers who wrote organisation books stress about importance of communication in organisation since Second World War. Barnard (1983) said that main task that needs to execute by executive in organisation is produce and maintain the best formal communication system.

That also need to effort on it to create the best communication season in organisation beside encourage the growth the best un- formal communication system. Skill in oral communication also use as condition for promotion in organisation. Jennings (1971) found that peoples appointed to become president in organisation have their best face to face communication skill. In other study, Jennings (1978) found if a president in a organisation was dismiss and reason is they are unable to face to face communicate. Communication is familiar with moral value or ethics and supposes to realise what the base for moral value that need to use (Zais 1976).

Figure 2.12: Shannon-Weaver Communication Model

2.5.3 Shannon and Weaver Model of Communication

One well-known model (Shannon and Weaver) of the elements of communication identifies information exchange between a transmitter (Tx) and receiver (Rx). The model stems from the world of communications technology: telephone equipment, radio and satellite transmissions etc. As an explanation of some of the elements, it can assist in the analysis of person-to-person communications?

People as Tx and Rx operate on the basis of •

their general or enhanced skills as communicators

•

the perception each has of a message's content

•

and their attitudes towards each other.

Human communication is fraught with problems of (mis)interpretation of intention as well as the capacity of Tx and Rx to absorb complex messages and manage them. The diagram points to some elements that enable the exchange: the processes involved and the media in use. v Message - Language and Encoding

With a model - even the S & W simplification - we can define the nature of communication more carefully. You/me (Tx) has an idea/some information to communicate. This is coded using language – Malay Language /English/Arabic/ dialect/gestures and rules (what to say first, what is rude to say and so must be excluded etc). The content and structure of the message may be weakened by Tx's inability to use the language, the language's own limitations for expression.

Certain words in the language may be more important (reserved words) than others in transmitting essentials.

We sequence words/phrases and link words and phrases into a coherent package. We may make use of rules/logic to do this in a controlled way. We may just blurt something out which may be nonsense or which may embarrass/upset. The outpourings may be encoded further by emotion - evident via the choice of words. Their sequence may be embellished by non-verbal trappings: smiles, snappy behaviour, frowns to give emphasis and/or communicate other messages.

v Filtering

The human Tx as a decision-maker may decide to withhold information, delay its release, treat it selectively and even add irrelevancies (deliberately or not). The Tx may suffer because of speech impediment or lack of time to transmit the whole package of information.

The Tx may have intentions to transmit all or only part of a complex packet of objective information. It may be delivered shrouded in other subjective messages that arise from the Tx's hidden or overt agenda. The sequence and style of delivery may reflect the importance the Tx attaches to the information and their perception of the receiver (peers equals, subperior-sub-ordinate and vice versa). These intentions will be interpreted or misinterpreted by the Rx.

v Media or Channel

The Tx chooses a channel or media for communication. The Rx must be plugged into the channel. It is useless sending an E-Mail message if the recipient hardly ever uses E-Mail or does not indeed have an E-Mail address. The media may be simple speech, use of the telephone, a letter, or other physical action: a pat on the back, wink or a movement of the legs. A poker face communicates much in the context of the situation. Multi-media may convey the message visually (text, images - still or moving) and/or verbally. The media may stimulate the tactile or olifactory senses of the Rx. We only have to see children playing with blocks or clay or a car sales person asking a customer to sit behind the wheel to reference the myriad of everyday examples. Even olfactory messages are delivered by supermarkets which pump fresh bread smells out into the shopping area.

The media used may be inappropriate to the message being delivered and the expectations of the Rx to whom the message is directed.

v Spillage, Leakage, Hacking, Message Security and Integrity The media used may spill over and the message received by someone for whom the message is no intended. Spillage may be a device used by the receiver to "leak" information. Information may be confidential - only communicated on a "need to know basis". Information may be held in two or more places - it gets up-dated in one place but not the other i.e. there is a loss

of data integrity. A message received from one source may be at odds with the same message being received from another.

2.6

COMMUNICATION IN ORGANISATION IN ISLAMIC PERSPECTIVE

According to Islamic perspective Islam stress about Leadership Communication in Organisation. Organisation in Islamic is very important in Islam and need to include in any topic which is discussed about communication. By related to Islam we will got bless from Allah S.W.T. in Al- Quran and Prophet’s Hades it that any social activity need leadership and related to communication in organisation. Leadership communication in organisation is style, method and communication strategies that use by leader during execute the role and formal duty in organisation. Formal duties including given instruction, briefing and explanation, guidelines, advice, conduct the meeting, supervise, given solution on problem, decision making and etc. According to Dr. Mohd Yusof Hussain (1995) leadership communication in organisation need to discus in Islamic perspective and he diagnosis the communication interaction with study the motive behind the information that received, separated

the fact, supervising and

assume the information received and use the suitable criteria to value the information received. Stech (1983) suggested to leaders to use the best leadership communication such below items: 1. Always communicate and enjoy it, 2. Communicate by oral, 3. Give good respond and good listener,

4. Asking and not instruct the workers to do the work and give them praise after they done the best result, 5. Express the best moral during communicate, 6. Focus while informal communication Apart from that, Stech (1983) also stated, leader that have career’s mission and organisational leadership that oriented to instruction need to use the communication via below items: 1. Less communicate to others because it can be wasting workers time, 2. Chose to write than oral communicate, 3. Like to conquer the conversation, 4. Give instruct and critics, 5. Stress on information and conditions, 6. Focus on using formal language

2.7

SUMMARY OF CHAPTER

This chapter is discussing the introduction of communication system in organisation. This chapter discovered the definition, general information about the communication and organisation. Communication is process of transferring information from a sender to a receiver with the use of a medium in which the communicated information is understood by both sender and receiver. Meanwhile organisation represent for a social arrangement which pursues collective goals, which control its own performance and which has a boundary separating it from its environments.

The basic information for communication was explained in scope of related to organisation and the topic that explained are communication process, type of communication, barriers of communication, model related to communication process and etc. Meanwhile for organisation the concept of organisation is a particular pattern of structure, people, tasks and techniques and this concept include all the type of organisations, structure, principle, related model and etc.

This chapter

also explained about the communication

in

organisation

and

communication in organisation is a something that related to people under same organisation which were working together to achieve or collective goals of their organisation needed such as in their services, product or something that related to standard to become success in company goals. This topic also explains a model that related to communication in organisation.

Apart of that as additional information to communication in organisation included communication in organisation according to Islamic perspective. According to a study about it stress about leadership in communication in organisation.

Leadership

communication in organisation is style, method and communication strategies that use by leader during execute the role and formal duty in organisation and according to Dr. Mohd Yusof Hussain (1995) leadership communication in organisation need to discus in Islamic perspective and he diagnosis the communication interaction with study the motive behind the information that received, separated

the fact, supervising and

assume the information received and use the suitable criteria to value the information received.

Meanwhile Stech (1983) suggested to leaders to use the best leadership communication such as always communicate and enjoy it, communicate by oral, give good respond and good listener, asking and not instruct the workers to do the work and give them praise after they done the best result, express the best moral during communicate, focus while informal communication and Stech also stated leader need to use communication via such items less communicate to others because it can be wasting workers time, chose to write than oral communicate, like to conquer the conversation, give instruct and critics, stress on information and conditions, focus on using formal language.

CHAPTER

3

CHAPTER 3 UiTM SHAH ALAM AND ORGANISATIONAL COMMUNICATION

3.1

HISTORY

When discuss about communication system in Universiti Teknologi MARA Shah Alam firstly we need to discover the history of UiTM. Before UiTM Shah Alam start in this large area on hilly area of Section 1 Shah Alam there are many communication arise among the founder or important person before the operated at that time. Universiti Teknologi MARA or UiTM is closely linked to the development of the independent Malaysian nation. It began in 1956 as Dewan Latehan RIDA (Rural and Industrial Development Authority Training Center) in Petaling Jaya, Selangor. The school became known as Maktab MARA (MARA College) in 1965.

The name change meant that the college no longer operated under RIDA and instead became the most important unit of the MARA Training Division. MARA stands for Majlis Amanah Rakyat (Council of Trust for the Indigenous People) under the charismatic and dynamic leadership of Tan Sri Arshad Ayub. In 1967, the school was renamed as Institut Teknologi MARA. Its establishment came as a response to a need in Malaysia for trained professionals, especially among Bumiputeras.ITM's development took three major stages: From 1967 to 1976, ITM was an autonomous body with its own 300 acre (1.2 km²) campus in Shah Alam, operating under the Ministry of Rural Development. From 1976 to 1996, ITM advanced as an institution of higher learning and not only a professional training institute, operating directly under the Ministry of Education. In

1996, an amendment to the ITM Act of 1976 put ITM on a par with all the universities in Malaysia, but its historical name was retained until 1999.

Now UiTM Shah Alam consists with 25 faculties, 3 learning centres and more than 200 academic programs and UiTM’s main campus started with the laying of its foundation stone on 14 October 1967 by Tun Abdul Razak and by mid 70s, the campus was already in full operation. It acts as the focal point of development and expansion to a network of 21 other campuses. In the year 2004, Shah Alam campus had approximately 36,000 full-time and 6,500 part-time students. There are 13 residential colleges within the campus that house no less than 16,800 students. Apart from that, many homes around the university also open their doors to off – campus students. This campus is very close to Shah Alam city centre and therefore public facilities and services are within easy reach. An added advantage is the fact that Shah Alam is the hub for information technology and multimedia applications. It is also easily accessible via the major highways that link the city to strategic locations in the country.

Based on history above there are much activities that related to organisational communication. Communication among unit, division, department, and faculties around the Shah Alam as focal point for all the campuses all over Malaysia is very large to explain but each single unit have its own organisation and organisational communication might the one of the engine to generate all planning or function to achieve the goal of UiTM Shah Alam as educational provider for all the Bumiputeras students. UiTM recently reach so many achievements in national level and also international. So that organisational communication could plays its role to improve and improve its performance and can roles model for any organisation such as Bumiputeras Construction Company in Malaysia.

3.2

OVERVIEW

As an institution of higher education used varies aspect of communication is one of characteristic for UiTM Shah Alam as effort to achieve the excellent mission in management of istration and academic. During the effort, management division in UiTM Shah Alam always structuring and planned the execution method that can give maximum benefit to all persons under the UiTM’s authority. Despite there are still a little gap between the employees especially for the thing that related to execution of basis of istration and via this gap there will arise the blurred in overcome some issues by employees and side.

Because of that there are some UiTM Shah Alam employees asking about the policy that practice by Top Management. From that they try to find an outcome in execution the responsibility according to what they felt right about the issues and not based on their understanding about it. Implication from that action occur some opinion and suggestion to the style or pattern in management that exercise by UiTM’s .

There are various factors that can be encouraging the work and one of that is communication process and systematic of information transfer in organization. For UiTM Shah Alam, problem in using the communication channel to tell the information not in best position of focus item. Because of that situation, certain information that informed to employees has misunderstood and occurs several of reactions to received information.

Another issue that always occurs and makes the communication breakdown is there are certain individual that want to give their opinion to management side in open

situation and not trough the communication channel as formal. As a result, opinion receivers or UiTM Shah Alam’s employees adding the opinion far from root meaning of opinion once they heard or read until deliver the uncertain issue as hearsay without the fact. Thing like this suppose not to be arise if communication channel in UiTM Shah Alam could be functioned as good and perfect, so some employees need to practice by using the channel as provided.

3.3

APPLICATION

Based on interviews there are varies of understanding about organisational communication for UiTM Shah Alam’s staffs. From this situation some staffs understand and some staffs understand but not too much information and a few does not know anything about the organisational communication. We cannot say that they are right or wrong but once they are doing their works, the organisational communication already occurred.

The meaning or definition of organisational communication could be varies in their understanding but sometimes they do not realised that every single day in their working day need communication. For example in doing the assessment for upgrade their services to get the reward from ISO something that related to standard of work areas need communication to give the information how to do it, what the best step or how long to arrange the program all this absolutely organisational communication that occur either they are realised or not.

The communication is about the information and the information was transfer to the receiver through the media and the media that familiar with UiTM Shah Alam are telephone, letter and etc as long as the information safely reach to the right person in organisation or inter organisation trough out the university. And this called channel and be the one of the factor successful for communication purpose. According to a respondent from istration officer in Faculty of Business Management, communication in UiTM Shah Alam occur once there are instruction given from upper management parties to the subordinate or to their same level of position, and the channel that used to give the instruction via their meeting, briefing and strengthen by official letter.

As a world Class University, UiTM Shah Alam not only used the instruction or opinion from upper level of position but opinion from lower position also given as priority. That means there no one way communication but also two-communication by ask or accept or opinion from subordinates and not only the employees but from their main client or in other word is students. Via this beneficial attitude can be reduce the border between upper and lower employees and as added value lower staff will given their respect to upper positions of staffs and at the same time prevent any unsatisfactory between them.

Sometimes there are lack of communication happened not only come from facilities such as internet or some new technologies that helping the communication but also come from attitude of employees. Employees not always right because there some employees does not alert with new technology and still suitable with using traditional method. This is normally happened to senior staffs. Apart of that used new technology, attitude problems of staff. This situation familiar with theory X and Y that produced by

McGregor there some staff that more toward negative side and positive side. So to make all the works in their scope of work, staffs which more toward negative attitude need to practice the theory Y which expenditure of physical and mental effort is natural as play or rest but imaginative, creative and ingenuity to solve work problem even in large scope of work.

3.4

ORGANISATIONAL SHAH ALAM

STRUCTURE

RELATED

TO

UiTM

The concept of communication structure is one of the most important ideas in the study of organisational communication. It is also most complicated because the way we understand structure depends very much on the perspective from which we study it. There are several different ways to think about the structure of organisational communication, but there are three of them in particular will give you a fairly representative review of the concept and a good idea of just how complex the concept of structure can be. First, to define it as a system of pathways through which messages flow-the so called lines of communication in an organisation (Goldhaber,1993;Koehler, Anatol, & Applbaum,1981) this is the channels perspective, and it is the traditional definition of communication structure.

The second approach defines communication structure as the pattern of interaction among people who comprise the organisation. In this sense, structure depends on who communicates with whom. We will call this the observables network perspective where a network “consists of interconnected individuals who are linked by patterned flows can be observed, the second definition also is consistent with the traditional focus on

objective features of organisational communication property of communication but an idea that is shared by organisation member (Trujillo, 1985)

For the third idea about structure is really is a good version of the network idea, the perceived network perspective. Sometimes figure out the network structure from organisation ’ own report of their linkages with other, that is, with whom they communicate and how often.

3.4.1 Formal Communication

Formal communication refers to communication through officially designated channels of message flow between organisational positions. In many organisations such as all the units, department and faculty in UiTM Shah Alam, the formal system of communication are specified in policy manuals and organisation chart. In other organisations, the formal system is implicit; nevertheless organisation understand it well.

3.4.1.1

Downward Communication

Downward Communication involves the transmission of message from upper levels to lowers of the organisation hierarchy ( i.e., from high officer in each unit in UiTM Shah Alam to employee, superior to subordinate). Smith, Richetto and Zima (1972) claimed that downward communication has been the most frequently studied aspect of formal communication. Twenty years ago there is great evidence that the most of the message flow in formal systems was downward (Tompkins, 1967). So UiTM Shah Alam also

applied downward communication either realised or not. Classical and scientific approaches to organisations considered communication primarily as a tool for managerial control and coordination. Consequently, these approaches focused on downward communication of orders and regulations from superiors to subordinatesmessages concerned with production and maintenance functions.

Classical theorist assumed that subordinates would accept and comply with downward communication on the basis of superiors’ legitimate authority. As the Hawthorne Studies illustrated, compliance with managerial authority is not such a simple matter. The human relations movement stressed the use of downward communication strategies that would promote morale in the belief that satisfaction would lead to compliances with authority (Miles, 1965). Much of the research that followed human relations assumptions has attempted to determine the conditions under which subordinates comply with messages received from superiors (Smith, Richetto, & Zima, 1972). More recently, contemporary theorist have argued that organisation have a “need to know” for their own purposes. Satisfaction of this need is important to the successful assimilation of into an organisation. As Koehler and colleagues argued, “The best integrated employees are those who are told what goals and objectives are, how their jobs fit into the total picture, and the progress they are making on the job” (1981), p.10)

Penley’s (1982) work focused on the role of information adequacy in bringing about ’ involvement in and identification with organisation goals rather that on downward –communication strategies for producing compliance with authority. Katz and Kahn (1978) identified five types of message that usually are reflected in downward communication:

1.

Job instructions involving the work to be done and direction for doing that work.

2.

Job rationales explaining the purpose of a job or task and its relationship to other organisational activities or objectives.

3.

Procedures and practices information pertaining to organisational policies, rules and benefits.

4.

providing subordinates with appraisals of their performance.

5.

Indoctrination of organisational ideology that attempts to foster member commitment to the organisation’s values, goals and objectives.

3.4.1.2

Upward Communication

Upward communication involves transmission of messages from lower to higher level of the organisation namely, communication initiated by subordinates with their superiors. The role of upward communication in classical theories of organisation was limited primarily to basic reporting functions concerning task-related matters. The human relations movement expanded the role of upward communication by emphasizing “twoway” communication between superiors and subordinates as a means of promoting morale. Later, human resource development theories emphasized the necessity of upward communication for integration of organisation and improved decision-making processes. Upward communication is a prerequisite for employee involvement in decision making, problem solving, and development of policies and procedures (Smith, Richetto, & Zima, 1972). Katz and Kahn (1978) point out that upward communication can provide superiors with information in the following areas:

1.

Performances on the job and job-related problems.

2.

Fellow employees and their problems.

3.

Subordinates’ perceptions of organisational policies and practices.

4.

Task and procedures for accomplishing them.

In addition Planty and Machaver (1952) stated that upward communication can provide valuable ideas from subordinates and facilitate acceptance of downward messages; and by providing a better picture of performance, perceptions and possible problems at all levels of the organisation.

3.4.1.3

Horizontal Communication

Horizontal communication refers to the flow messages across functional areas at a given level of an organisation. Although classical approaches to organising made little provision for horizontal communication, Fayol recognized that emergencies and unforeseen day-to-day contingencies require flexibility in formal emergencies, so some provision has to be made for horizontal bridges that permit people at the same level to communicate directly without going through several levels of organisation . Fayol’s concept (1949) is illustrated in below figure.

Figure 3.1: Fayol’s Concept

Horizontal communication introduces flexibility in organisational structure. It facilitates problem solving, information sharing across different work groups, and task coordination between departments in institution likes UiTM Shah Alam or any project teams. It may also enhance morale and afford a means for resolving conflicts regard horizontal communication as an essential feature of participative decision making and organisational adaptive ness (French, Bell & Zawacki, 1983). Reliance on horizontal

communication for decision making and problems solving does not mean that the process is more efficient that simple downward communication of decisions made at top levels of the organisation, but horizontal communication may be more effective. The idea is emphasized in human resource development theory and broadly in modern country such as in Japanese organisation where decision making and problem solving usually occur through horizontal communication at lower levels.

The result of this process is transmitted to top management for review and approval. Ryutard Nomura (1981), chairman of the board of Japan’s Triyo Industries, observed that a decision making under this system can be lengthy and difficult process, but once a decision has been made, its implementation is swift and certain. Organisation are committed to the decision because difficulties have been resolved and opposing points of view reconciled through horizontal communication before plans are presented to top management.

In the conventional western organisation, decisions are the made at the top, and then orders for compliance and implementation flow downward. According to Nomura, western-style decision making is fast because it is centralised near the top of organisation at lower levels, however, is slow to develop. Lack of commitment to decisions and conflicts over implementation arise at lower levels where have been excluded from the decision-making process.

3.4.2 Effectiveness Of Formal Communication a)

Downward Communication

Problems with downward communication include inadequacy of information, inappropriate means of diffusing information, filtering of information and a general pervasive climate of dominance and submission. Adequacy of information obtained from downward messages present a puzzling paradox. On the one hand, downward-directed messages frequently create overload in organisations

(Davis,

1972). Advances

in

information technology (the

mechanical and electronic ability not only to manipulate information more efficiently but also to send more messages to more people) and ironically the importance attached to the idea of effective organisational communication have led to floods of memorandums, bulletins, newsletter, technical report and data in reams of computer printouts.

The method of information diffusion that is used for downward communication also can create problems. According to Goldhaber (1963), organisation often rely too heavily on mediated (written, mechanical and electronic) methods of transmitting

messages

rather

than

on

personal,

face-to-face

.

Goldhaber, Yates, Porter and Leniak (1978) concluded that organisation

generally

desire

more

face-to-face

interaction.

Downward

communication also is subjected to filtering. As messages are relayed from superior to subordinate through levels of the organisational hierarchy, they may be changed in various ways. Information may be left out, added combined or otherwise modified as it es through a chain of serial reproduction (Pace & Boren, 1973).

Downward messages also may be filtered deliberately. Information power is valuable commodity in many organisations. Culbert and Eden (1970) pointed out that manager often “base their power on withholding, rather than sharing information because ability to control situations and outcomes may depend on having knowledge that others do not possess. When managers do choose to share information, their subordinates may prevent it from being relayed to lower levels of the organisation. In general, the greater the number of steps or linkages in a serials reproduction chain and the greater the perceptual differences among participants in that chain, the more likely it is that some form of message distortion or filtering will occur. The type of information also has a bearing even on the extent to which it will be distributed.

b) Upward Communication When upward communication does occur, it may be to the subject to the same filtering problems that affect downward communication. While upward communication can be encouraged through means such as suggestion system, systematic reporting methods, grievance procedures, attitude surveys and employee meetings, the presence of such systems may be only a token gesture in many organisations.

Suggestion system such as suggestion box can be very effective when managers actively encourage their use and employees take them seriously. Goldhaber (1993 state most organisation would rather receive information than provide information to other. Koehler and Huber (1974) found that mangers tend to be more receptive to upward communication when the information is positive (good news rather than bad news), is in line with current

policy (criticism and boat rocking are unwelcome) and has intuitive appeal (fits the managers’ own biases). Subordinates are likely to become quite dissatisfied in organisation in which superiors endorse the idea of upward communication but in practice actually ignore it. When subordinates develop the impression that superiors only want to hear good news and for their own ideas, it should not be surprising that upward communication with those superiors is filtered extensively. Krivonos (1976) reported that subordinates tend to tell their superiors what they think the superiors want to hear only what they want their superiors to hear. Information distorted so that it will please superiors and reflect positively on subordinates. However the accuracy of upward communication is greater when subordinates trust their superiors Reid, (1962), Maier, Hoffman, Read (1963) and O’Reily (1974).

c) Horizontal Communication Horizontal communication problems occur because of territoriality, rivalry, specialization and simple lack of motivation. Organizations that traditionally have functioned under rigid authority structures with fixed lines of communication may find that the values and expectations that have acquired under such systems inhibit attempts at horizontal communication. One inhibiting value is territoriality. Organisation who control task-related activity within a defined and fixed jurisdictional area often regard others involvement in that area as territorial encroachment. Department value their turf and strive to protect it. This problem may be compounded through interdepartmental rivalries that arise from win/lose competition for rewards and resources.

Specialisation also may hamper horizontal communication when having great difficulty in communicating by same in different ways. Horizontal communication often fails simply because organisation are unwilling to expend the additional effort that it requires. When we engage in upward or downward communication those with whom we communicate are easy to reach because of proximity or clearly designated channels.

In contrast, horizontal communication may require contract with people in units that are well removed from our own but the channels and rules of interaction may be unclear because we not really know these people. The need to communicate with them makes uneasy or takes too much time.

Legend:

Division within organisation Department or Organisational Unit Upward communication Horizontal Communication Downward Communication

Figure 3.2 Type of communication

3.4.3 Informal Communication

The informal system involves episodes of interaction that do not reflect officially designated channels of communication. Much of the research on informal communication is concerned with the study of grapevine communication. The informal system and grapevine often are used interchangeably as if they refer to the same thing (Davis, 1953);(Hellweg, 1987) the use of the word grapevine as a metaphor for a communication system began in the 1960s as description for telegraph lines that were strung through trees in such a way that they looked like grapevines during war.

Nearly a century later, organisational communication research indicated that pattern of grapevine communication even look something like a cluster of grapes. Consider the pattern of message flow in figure 3.3. Person A initiates and transmits a message to B and C. B relay it to D while C relays it to E and F. The clustering continues as the message is diffused throughout the organisation. Some participants in the grapevine act only as receivers. They do not relay information to anymore else. Others relay it to several different people.

D

E

F B C

A

Figure 3.3: A grapevine communication cluster

3.4.3.1

Grapevine

Grapevine communication has many other important features. Susan Hellweg (1987) summarized these features in a list of thirty-three general conclusions that she based on a review of nineteen research studies which states under five topic areas below. 1. Function And Extent Of Grapevine Communication The grapevine emerges from the social and personal interest of employees rather than from formal requirements of the organisation. It is the system in which most organisational communication actually occurs, emphasizing “people-oriented” and “news” events.

2. Participants in Grapevine Communication Secretaries and liaisons play key roles in grapevine communication, although relatively few people are grapevine liaisons, and many people who receive grapevine information do not transmit it to others. Use of the grapevine is just as prevalent among managers as it is among other groups of employees.

3. Pattern and Media of Grapevine Communication Grapevine communication usually is oral and generally occurs in cluster transmission patterns. It may begin, flow and end anywhere in an organisation.

4. Volume, Speed and Reliability of Information Although grapevine communication usually is incomplete, information in the grapevine tends to be more accurate than inaccurate and diffusion of information through the grapevine is fast.

5. Role in Rumour Transmission Three types of rumours are diffused (spread) through the grapevine: anxiety rumours, wish-fulfilment rumours and wedge-driving rumours. Rumours are distorted through sharpening, levelling and assimilation. Once a rumour is assigned credibility, other events in the organisation are altered to fit in with and the rumour.

In this system communication is fast and more often accurate than inaccurate, through much of the information is incomplete and concerned with people-oriented

social information, although other forms of information are diffused through the grapevine.

3.4.4 Communication Structure As A Network

While the problems in the traditional concept of formal and informal communication have not been resolved, they can be avoided or at least reframed to some extent by focusing on the patterns of interaction that occur among organisation , or the communication network. Figure 3.3 shows a diagram of a communication network.

According to Noel (1981), such networks can be understood by examining four properties: member roles, characteristic of links, structural characteristic and content. Beginning with roles, consider the circles in figure 3.4 as people in UiTM Shah Alam. The lines connecting the circles are links that show communicates with whom. The link is the fundamental unit of any network (Stohl, 1995).

This particular diagram shows several distinct network roles that, of this organisation assume. Assuming that the diagram represents a small organisation, the communication network is comprised of three groups. Basically, a group is defined by who interact more frequently with one another that than with of other groups. Most of the people in this network are group . Person A is a liaison. A liaison link different groups but is not a member of any of the groups in that link. Individuals B and C from a bridge link between two groups and unlike liaisons, people in a bridge link are group . Person D is an isolate who is not linked to anyone else in the network but does not mean D never communicates with anyone else in the organisation. It does mean that D has relatively little with others. For

example the amount of interaction that D with others is negligible in comparison with the amount that occurs among other organisation .

A B

D

C

Figure 3.4: A Communication Network

3.4.5 External And Internal Networks

Scenarios of communication in UiTM Shah Alam not only carry information inside the organisation but also to outside the organisation in each unit or division but also outside the boundary of UiTM Shah Alam. Typically, external networks carry advertising messages, messages related to public relations and messages relaying information about consumer complaint (normally students and academic staffs), concerns and recommendations (i.e. suggestion box).

External networks do not function independently. In order to communicate to external audiences, internal agents must be connected to other internal populations. As is the case with most organisation interaction, there is an interdependent relationship between the external and internal communication networks. Any channels within the organisation that carry information are called internal networks. This can refer to intradepartmental routes and interdepartmental routes in UiTM Shah Alam. Often the internal channels exist, but they are crudely constructed and there impede traffic and have traditionally spent little time engineering the internal network and ineffective internal communication is an inevitable result.

3.4.6 Formal And Informal Network a)

Formal Network

Formal network are those that are prescribed by the organisation in UiTM Shah Alam. These are the official, appropriate channels for people to follow when relaying information. Most often these official channels have not been described as “communication network”. They have come to be the appropriate channels because

they conform to the corporate organisational chart. These charts indicate who is to report to whom and what the appropriate chain of command is in an organisation. The fact that a network is a formal network does not guarantee that communication “traffic” can utilize the particular channel.

b)

Informal Networks

Meanwhile informal networks are those channels that carry information on routes that are not prescribed by the organisation. Typically, these informal routes referred to grapevine as mentioned earlier in point number 3.4.2.1 and for a number of reasons the grapevine is an important network. Keith Davis (1953) identifies several types of grapevine pattern below; o

Single Strand: one person tells another who then informs a third in a single linear format.

o

Gossip. One person tells a host of others.

o

Probability. Individuals random inform others.

o

Cluster. (See figure 3.3) of those individual informed, one tells other. Of those others informed, one tells others and so on.

All these type of grapevine are occur in UiTM Shah Alam either people realised or not but via observation there are grapevine in organisation and mostly involved subordinates on that.

Y

G H

J

E C

F

I K

D B

C

L

B

A

a) Single strand

A

b) Gossip

C E

I H G

K

B

F

D A

c) Probability

Figure 3.4: Types of Grapevine Chains

J

M

3.5

ORGANISATIONAL DESIGN

Organisation design in UiTM Shah Alam was really various and different between each unit, departments, faculties and etc organisation. But there certain type of organisation design that related to UiTM Shah Alam that implemented such as flat and tall organisation design as mentioned in chapter 2. The example of organisation chart that given by Officer from Faculty of Business Management are attached in appendices sheet which contained elements that combination of two different field work but the same goal to provide the services for the student.

While context suggests how an organisation is shaped by its organisation, organisational design describes how the organisation actively shapes its structure. Three different theoretical perspectives on organisational design have been identified: strategies choice, member control and institutional isomorphism. Each perspective has important ramifications for organisational communication.

The strategic choice perspective argues that the internal politics of an organisation determine the structural form of the organisation as same as UiTM Shah Alam, affect the way the organisation relates to environmental constituencies and influence the choice of relevant performance standard (Child, 1972) but Simon (1957) argued that the choices made by the organisation are based on the concept of “bounded rationality”. This means that the organisation, faced with a multitude of environmental pressure, must necessarily choose a direction from among many possible choices toward one or many possible objectives.

Therefore, strategic choices are not always optimal ones; rather, they are those chosen from among a range of possible options through political processes within the organisation. The strategic perspective relates the concept of power to organisational structure. Those who have power in an organisation decide what are and are not organisational issues. Those in power, the “dominant coalition,” make the strategic choices with regard to the organisation and its structure. Based upon their perceptions of the environment, they select strategies for dealing with it, technologies for implementing those strategies and additional strategies for arranging roles and relationships to control and coordinate the technologies being employed.

From this perspective, organisational communication is critical to organisational design. Organisational communication incorporates negotiation, struggle, power, values, shared meaning, politics and decisions all of which comprise the wide array of messages that document the strategic choice process. In fact, this perspective suggests that it is the organisational communication process that yields the structural form and influences the choices of relevant performance standards.

In contrast, the member control perspective is dramatically less dynamic that strategic choice view. It argues that structure result simply from management’s desire to control workers. Division of labour is caused by the desire for organisational control and the need to apply advancing technology continually to production. This perspective, issued by Taylor’s (1911) principles of “scientific management” views control and structuring as strictly rational process.

From the vantage point, organisational communication comprises simply the formal and structured messages that document necessary coordination and control activities.

However, organisations can also be viewed as largely irrational, driven by historical and institutional forces surrounding the organisation and influencing its form and fate, thus predetermining the nature of organisational communication.

3.5.1 Organisational Form

In this topic, there are six of the most prominent: 1. traditional, centralized structure 2. the centralised form with decentralized management 3. the divisional form 4. the decentralized (holding company) structure 5. the matrix structure; and 6. the “type-D” organisation.

3.5.2 The Divisional Form Structure

DEAN Stenographer Vice Dean (Sources&student

Exc.Office r

Exc.Office r

Vice Dean (Quality&Research)

Exc.Office r

Exc.Office r

Figure 3.6: Example of Division Form Structure in an organisation in Faculty of Business Management UiTM Shah Alam Most of the organisation in UiTM Shah Alam used divisional form structure. The divisional structure represents a major shift in organisational form. In this structure the “M-Form.”, there is a central coordinating organisational entity, but there are also divisions with their own management structure that have direct responsibility for their organisation’ operation and performance.

This is an extension of a hierarchical structure it consist of a general office and several product-based or regional divisions, each of which contains functionally differentiated department. These departmental units are also subdivided into work units that are

distributed on a geographical basis. The divisional structures have localized authority and control structures and operate with considerable autonomy from centralized planning.

The rationale for this approach is that each division needs flexibility to meet the specialized needs of its market(s). Most communication between division and the central coordinating entity contains messages related to policies, procedures and detailed transaction or summary report. However, organisational communication may vary across divisions because each division may provide differing products and services, serve clienteles, be situated in separate operating environments and have distinct organisational cultures.

3.6

COMMUNICATION PROCESS IN UiTM SHAH ALAM

Each organisation in UiTM Shah Alam (focal point) has their different type of how the communication in organisation delegate through until reach to the end of from authorised individual.

Based on interview the communication about the instruction

started after received formal communication from superior or corporate individual to do something. But before that the communication come informally as brief if there are in same organisation but if the instruction or information come from very higher superior it might be come in letter (Surat Pekeliling).

After the organisation received any instruction they will discuss in meeting which is one type of communication channel to make some explanation and study about the instruction and find any method to perform the task or make it simply as can but

achieve the goal after the pro and contra about it discussed. After that the instruction execute and along the process of performing the task there are still need to monitor to avoid any leakages during the process and settle the barrier related until the final of this communication received the information. The process summarized into below figure.

Barriers / Mission achieve/ Information received

Ideas/Instruction/ information etc

Understand the ideas/ Instruction/ information

Perform/send the information/ Execute the ideas etc

Monitor/ Control/ Supervise/ Guide

Meeting/Briefing to Find the best method and pro or contra

Figure 3.6: Example of communication Process in a unit in UiTM Shah Alam

3.7

COMMUNICATION CHANNEL

Telephone

PA system Suggestion box

Internet (Portal/email)

Walkietalkie

Transportation

Interactive screen

COMMUNICATION CHANNEL

Radio (UFM)

Wireless network

Advertising/ Poster

Formal communication

Others Informal communication

Figure 3.7: Communication Channel in UiTM Shah Alam

Refer to figure above stated the communication channels that normally and currently used in focal point UiTM Shah Alam. The communication channel not only used by student but also for all staff (superior and subordinates). Some of the communications channels really work for apply in organisation. These channels helping the communication process reach their right and correct person and achieve its goal.

3.8

TECHNOLOGICAL INNOVATION AND ORGANISATIONAL COMMUNICATION

We have seen that technology provides new channels for communication that fundamentally affect how work is done, how decisions are made and how organisations are designed. Organisations use technology to improve communication and to coordinate people, resources and work so that the institution likes UiTM Shah Alam is more efficient and effective and better able to survive in a rapidly changing environment. Hotch (1993) argued “the next generation of technology will make current telecommunication look as awkward as the crank telephone of 1910. They will come by fits and starts, but they will transform the way business is done as surely as the telephone has”. He noted that until this point in time, the kind of information transmitted was typically wed to a particular kind of technology hardware. For example, voice messages use telephone wires and phones, telephone, television and radio signals are broadcast via air waves or cable to television sets and radios.

However, computer technology allows voice, text, images, sound and video to be digitized into pattern of 1s and 0s that computers can receive, understand, process, copy, store and transmit. Any information in this format can be delivered to any device that is capable of receiving, processing and displaying it. Hence, Hocth argued, televisions equipped with digital technology can computer text, a radio can receive a phone call and computer equipped with multimedia capabilities can handle it all. Computers and networks allow many forms of communication to mesh on a single video display terminal. In this final subtopic in this chapter will examine current

technological innovations and preview some that are on the way which is capable for UiTM to use it as a higher education institution in Malaysia.

3.8.1 Current New Technologies in UiTM Shah Alam

o Local Area Network Wireless technology has helped to simplify networking by enabling multiple computer staff UiTM Shah Alam to simultaneously share resources in an organisation scope of work without additional or intrusive wiring. These resources might include a broadband Internet connection, network printers, data files, and even streaming audio and video. This kind of resource sharing has become more prevalent as computer s have changed their habits from using single, stand-alone computers to working on networks with multiple computers in each room of unit, each with potentially different operating systems and varying peripheral hardware.

Wireless networking enables the same capabilities and comparable speeds of a wired 10BASE-T network without the difficulties associated with laying wire, drilling into walls, or stringing Ethernet cables throughout an office building. Laptop s have the freedom to roam anywhere in the office building without having to hunt down a connector cable or available jack.

Every room in a wireless office can be “connected” to the network, so adding more s and growing a network can be as simple as installing a new wireless

network adapter. Reasons to choose wireless networking over traditional wired networks include: v Running additional wires or drilling new holes in office could be prohibited (because of rental regulations), impractical (infrastructure limitations), or too expensive v Flexibility of location and data ports is required v Roaming capability is desired; e.g., maintaining connectivity from almost anywhere inside UiTM v Network access is desired outdoors; e.g., outside office building

o Wireless LANs Wireless communication is one of the faster growing technologies in world implemented in all over institution included UiTM Shah Alam for information purpose especially for student to gather the information for their assignment. This technology use electromagnetic waves (radio or infrared) to communicate information from one point to another without relying on any physical connection. The data being transmitted is superimposed on the radio carrier frequency, so that it can be accurately extracted on at the received end. This generally referred to as modulation of the carrier by the information being transmitted. Wireless LANs provide mobility for with usually a much lower data rate.

In a typical WLAN configuration, a transmitter / receiver (transceiver) device, called an access point, connect to the wired network from the fixed location using standard Ethernet cable. At a minimum, the access point receives buffers and transmitted data between wireless LAN and the wired network

infrastructure. A single access point can a small group of s and can be function within the range of up to several hundred feet. The access point (or the antenna attached to the access point) is usually mounted high, but it may be mounted essentially anywhere that is practical as along as the desired radio coverage obtained.

End s (staff, students) access the wireless LAN through adapters, which are pc cards in notebook computers, PCI cards in desktops computers, or fully integrated devices within handheld computers. The adapters provided an interface between the network operating system (NOS) and the airwaves (via an antenna)

3.9

SUMMARY OF CHAPTER

This chapter discussed about the organisational communication that related to the case study (UiTM Shah Alam). There is overview of organisational communication in UiTM, the related organisational communication in some of the organisations in UiTM. The structure of UiTM consist with formal and informal which formal represent for downward, horizontal and upward communication and each types have their own potential to achieve the goal of organisation and worth it for UiTM Shah Alam implemented it. In this chapter also discover the informal communication such as grapevine. Grapevine is one of the situation normally create by subordinates and sometimes grapevine help the organisation to improve the performance. Currently there are many channels that implemented in UiTM Shah Alam either realised or not but each channel used based on suitability of organisation. Finally, to follow the modernisation UiTM Shah Alam not excluded in follow the new technology. New technology helping organisations in UiTM Shah Alam improve their services and to become standard University equal to other high class university.

CHAPTER

4

CHAPTER 4 ANALYSIS AND FINDINGS

4.1

ANALYSIS

The analysis done by interpreted data from survey which executed to gather the information about the scenario of organisational communication in UiTM Shah Alam. The survey done by selected persons in selected unit, faculties, division and centres. Places that selected in this survey are, Unit Zakat, Perpustakaan Tun Abdul Razak 1 (PTAR 1), Centre of Islamic and Thinking Understanding (CITU), Faculties of Architecture, Planning and Surveying (FSPU), Faculty of Mass Communication, Faculty of Office and Management Technology (FORMAT), Faculty of Business Management (FBM) and Human Resources Department of UiTM Shah Alam.

The survey conducted to gather information related to how communication has been carry out during work among the staff, the program that related to organisation, roles of superior, roles of human resources , information about the staff (subordinates) and also relation among superior and staff (superior). All these information was very useful to discover the scenario of organisational communication from the opinion or what respondents (UiTM Shah Alam’s staff) felt about the organisational communication in UiTM Shah Alam. Through these information helped this study to find the reality of organisational communication in UiTM Shah Alam and problems that occurred. If there are positive it is means UiTM Shah Alam was really good in organisational communication and could role model for other organisation in other sectors.

4.1.1

COMMUNICATION CHANNELS

COMMUNICATION CHANNELS IN UiTM SHAH ALAM

6% 12%

16%

Interpersonal Telephone Letter 18%

18%

Meeting Email Briefing

16%

14%

Others

Figure 4.1: Communication Channels

Based on pie chart above there are percentages of communication channels usually used in UiTM Shah Alam. There are few of channels for communication such as interpersonal, telephone, letters, meeting, email, briefing and others (walkie-talkie, radio UFM, suggestion box, websites and etc). Uses of these communication channel used based on situation and facilities that provide in organisation which is the communicator located. From the survey stated the highest communication channel that used are telephone and email (18%). Telephone is the main method that we can use and the transaction between sender and receiver happened in live or the respond happened during that time and also fast. So that, if both parties (sender and receiver) achieve their goal during communication the communication is suitable and reduce any lack of information when use mediator to send the information. By this advantage, telephone is become most useful for organisations in UiTM Shah Alam. This situation also goes to

new technology started around 90s. This channel is very fast method to send the letter and attach the document, because of this it is become popular used in organisation.

The second higher are interpersonal and meeting which is share the percentage of 16% of communication uses. These channels have its same method which used human to communicate. Sometimes its can be in discussion or conversation which is done face to face and normally popular for employees that located in the same organisation. These two channels sometimes did not realized by them but these channels are suitable when superiors need to communicate in personal in the office as privacy and for all their subordinates.

Third channel is by letters (14%) and this channel familiar with traditional method but it is still useful especially for the information that need to signature or authorised by superiors or corporate persons in UiTM and this cannot be done by using email. But uses of paper and take time made this method not really popular but is useful. Followed the letter is briefing with 12%. This channel not really popular because it is not formal and UiTM Shah Alam always supervise by ISO and need to be follow the protocol but via briefing help UiTM’s staff to understand the view of communication purpose and easy.

Lastly, there are still other channels that contribute to organisation communication as channel such as websites, radio UFM which is monitor by Faculty of Mass Communication; walkie-talkie useful for security units and suggestion boxes useful for customer normally student and etc. These ancillaries’ channels reached 6% from the survey.

4.1.2 Information during Communication

SOURCES OF INFORMATION

10%

19%

HEA HEP

19%

Employee information 16%

Development Instruction

13%

Others 23%

Figure 4.2: Information used during Communication

From the survey information that usually used in organisation based on its roles in their own department such as HEA (academic affair) 19%, HEP (student affair) 16%, employee information 23%, development of work or physical of UiTM 13%, instruction of works 19% and the rest is 10%. Based on percentages the information focus on employee and instruction of work, that mean UiTM Shah Alam really concern about employees because as a university employees need to serve their works very smart, dedication and allow ability. This will produce the best services and high quality as educational institution.

Organisational communication also good in their and

become bridge to reach the mission, vision and goal of UiTM.

4.1.3 Communication Policy

Communication policy is about the policy that provided in each organisation about the communication. Sometimes the policy exists in virtual and not officially stated in written. The understanding about the communication policy for staffs are varies but from the survey of selected UiTM Sham staff, almost 63% of staffs agreed that written communication policy is exist and provide two ways communication so there instruction and are exist. This policy creates to the management and helped to raise the quality and standard of work and claims for staff honesty or integrity regarding their work. But the objective of the communication survey is not highly stated in the policy and this make an individual not highly responsible for istering the policy.

4.1.4 Program

If 63% from the survey agreed that communication policy in their organisation are exist is there any program that organised to implement the policy and from the survey said that there 63% also agreed that written procedures are exist to implement the policy. They are also agreed about 88% that communication activities and media conform to the policy and both are coordinated to achieve the goal. The program also regularly reviewed for effectiveness and compatibility and top management take an active part in the program.

4.1.5 Delegated Authority

Respondents agreed that there communication channels in their organisation chart. They realized or not in their communication channels exist in their organisation chart, it can horizontal or vertical. The ability in communication is defined and the superior/ supervisors knew their abilities for relaying information up and down the line.

4.1.6 Superiors/ Supervisor

From the survey, superior/ supervisor given advance information about the organisation’s plans and progress and all the matters transmitted directly through them to employees, so that they can discuss the subject intelligently and answer any questions that may arise. The specific method for keeping superior/ supervisor regularly informed about employee thinking and rumours are average, because some organisation agreed there are exist and some organisation not.

Staffs in UiTM Shah Alam agree that superior/supervisor meet them regularly for discussion either informal or formal. Superiors / Supervisors also encourage their subordinates to seek information from them and supervisor/ superiors also trained to transmit information to subordinates. Superiors / supervisor also placed the bulletins/letter/ instruction etc on bulletin boards so that communication are transfers to their subordinates. Some of the superior provide their manual for subordinates as reference on all important problem and some superior are not. Finally, manual of policies and procedures which is up-to-date might be exist and available for them.

4.1.7 Human Resources

Human resources also important in organisational communication because they persons that manage all the staff affairs. Based on survey from staff about human resource in UiTM Shah Alam, the Human Resource considered in determining what information to present to organisation about the employee’s basic want and interest to serve in UiTM Shah Alam such as security, recognition, fair wages and opportunities to advance. Human resource gives information to the staff about the salary and benefits, opportunities for advancement and also training opportunity. All these information was really important for employees, so that they can serve to the organisation without any negative behaviour as persons that explained in theory Y which is illustrated by McGregor in his research.

4.9

Employers-Employee Relations

The survey about the relation between employer and employees is really important to see the communication behaviour between them either positive or negative. The organisational communication was success if there are positive. The organisations in UiTM Shah Alam “sell” itself to the staffs which mean that, organisation try to attract peoples who are qualified to fill the position in their organisation. This procedure could be in advertising in websites, newspaper or by informal communication such grapevine etc.

The top position of staff in each organisation in UiTM Shah Alam based on survey practiced talk with employees in a group either in meeting or any informal discussion. This effort had shown the good organisational communication. They also meet the subordinates in social program either inside or outside the organisation. Finally there also visit their subordinates at their work station to supervise the condition of employees. These roles were really important to make relation between superiors and subordinates really good and avoid any unsatisfied condition but to create very conducive relation.

4.2

FINDINGS

The findings in this study are about planning the best organisational communication. This finding could be really helpful for UiTM Shah Alam to improve their organisational communication in next suitable level as the world Class University.

4.2.1 Develop Communication Program

Every work need program to start and end the task or event and same with how to plan the communication program and to create the program the simple need could be use which is involved three activities with employee or UiTM Shah Alam staff and the activities goes to below bulleted: v organisation’s meeting about the objectives of UiTM Shah Alam( 7 steps of program) v basic information of organisations told to UiTM’s Shah Alam staff v enhance human resource communication

4.2.2 Communication Program

Step 1: recruit a navigation committee

Step 7: evaluate and revise

Step 2: establish a communication policy

Step 6: set up a budget

Step 3: identify activities and assign responsibilities

Step 5: develop targeted programs

Step 4: benchmark

Figure 4.3: 7-Steps Communication Program §

Step 1. Recruit a navigation committee

The program need to start with top management of UiTM Shah Alam staff, which should put together a committee or task force and the group, include top management, human resources managers, communication employees and line management. Via this step some assumptions could be predict such as UiTM Shah Alam staff will the goals and objectives of organisation once they understand both items and top manager will do better job of communicating after train them.

§

Step 2. Establish a communication policy

Once the policy was establish UiTM Shah Alam staff will understand the UiTM’s goals and improve the effort to achieve it. Via this policy all action regarding communication will inform to all UiTM’s staff about the information and responsible on it. For the top management

they give

their commitment toward

the

communicating

with

subordinates.

§

Step 3. Identify activities and assign responsibilities

Before this mentioned about three jobs in staff communication are strategy, toolmaking and delivery. Via these jobs could help to decide what must be communicated to whom and how, after decide it the activity will be out as writing or other type of media and helping to dictate the budget. Finally the jobs will be finish with deliver the information by media or top manager or both.

§

Step 4. Benchmark

Benchmarking always familiar with total quality management (TQM) in fix the performance at specific point in time to create a standards measure for future actions and to determine whether there has been any change or not. For example to reduce any information lacking and via benchmarking staff will aware from happen by consider as serious problem if the lack arise. In this step those three jobs (strategy, toolmaking and deliver) also need to implement.

§

Step 5. Develop targeted programs

To develop might be take time and need to try one approach and see the impact and try another if there are no better result. During this step ask us to evaluate for the

and the effort will be successful and this no different for others sector such as construction sector. The long-range goal will be to achieve higher profitability and short-range objective might be to cut grievance and lost time to accidents or to reduce scrap.

§

Step 6. Set up a budget

Cost will vary, but normally investments in employee communication are not very high. The greatest results usually come from improved supervisor-to employee communication. If the employee communication approach with commitment and the top manager can see a benefit use, lower waste or higher productivity linked to communication effort, the organisation able to substantial the return.

§

Step 7. Evaluate and revise

The final step is to evaluate what to see if the program worked and do the essential things and revise the program for better evaluate to see overlooked or any errors.

4.2.3 Involving Employees

Involving employees need to appreciate the need for a comfortable, friendly environment that will be conducive to communication or in metaphor from tech to touch. Top management in UiTM Shah Alam have responsibility to talk to their employees about the work some likes specific message about the UiTM’s objectives. Top management parties can be discuss with subordinates about the mission, vision and values but need to concern with subordinate’s own division rather than general issue. UiTM Shah Alam staffs need to know what related to their responsibilities where they will be judged on and what they are expected to do and this situation suitable conduct at the time they are in their first day of work when staffs is most impressionable and excited about it.

Generally in more institutions, compensation is being linked more to performance and less to seniority. During teamwork each staff needs to get on a frequent basis. Annual performance reviews are not enough to keep people motivated. Performance should be continuous, even weekly, so that when the annual evaluation is made there are no surprises. Non-stop conversation on performance can also help lead to successful staff development. Performance can be identify by construct the form regarding staff’s performance to see the outcome on it. Form to identify the performance that related to top manager for communicating with constructed on table 4.1 as example.

Table 4.1: Example of form to measure the performance Project Student’s result analysis Update financial data

Milestone

Date of communicate

Remark

A week

8 June 2008

Completed on time

Two weeks

10 June 2008

Lack of staff to completed on time

As big educational institution, UiTM Shah Alam understood and concern that personal problems can impact job performance, and because of that, top management have to develop staff assistance programs not only for students but also UiTM’s staffs also need assistance on it. Counselling session is the best assistance to help the inconveniences such

as substance

abuse, economics

problems

and

family

complexities. Some parties in each organisation need to be train to identify these inconveniences and try to find the solutions on it when necessary.

As explanation in previous topic, staff’s ideas and suggestions for improvement are important and seem likes sending staffs across the country to deal directly with customers, or look at some product commercial in television. Via this concern able to use to get constructive from staff.

In UiTM Shah Alam there are 25 faculties, 3 learning centres and a lot of units as mentioned in chapter 3. From this situation could be use as plan to make competition among the units and unit’s own previous record. To realise the best result via competition need to create standards of comparisons for own unit and other unit and completed with suitable activities or programs. Below there are bulleted points of suggestion for making immediate improvements in employee or staff communication: §

Increase and communication between management and the shop floor.

§

Make supervisor and manager able for relaying information.

§

Develop channels that get information to supervisors and managers quickly.

§

Tell staffs how their unit is doing compared with other unit and the company as a whole.

§

Expand upward communications.

All bulleted point above represent for explanation about how to improve organisation communication that involving all staffs not only for UiTM Shah Alam but for all sectors.

4.2.4 Human Resource Communication

Currently organisations are making a number of strategic human resource changes by reducing benefits, restructuring and downsizing, putting more compensation at risk, linking rewards more closely to performance and providing increased training and employee assistance. These trend used to reduced the personnel cost as much as possible without losing ability to attract and retain good employees.

To make the organisation more competitive, management must get employees to buy into the each unit’s mission, vision and values. This strategic role is new and often linked between communication and human resources officials. An organisational communication program strongly human resources programs. As a matter of fact, the linkage is so strong today that in as many as one third of all institutions or companies, the function of employee communication is located in Human Resources (HR).

Human resource managers need to help professional communicators to identify communication priorities, establish capabilities and assign responsibilities, develop and

implement programs which are linked to organisational goals. To complete there are must include

human resource strategy for communications department with

benchmarking staff concerns via an attitude survey, developing specific program activities along with HR, producing materials and executing programs, and evaluating results for linkage to corporate objective.

Certain work environment there are staff that want to hear information from their supervisors, internal communications people must produce materials that supervisors can use for targeted work audience-production workers, office staff, managers and unionized labour. But giving managers information to communicate to employees is only part of the process-those managers must understand how important this is to their job. Managers must be given training in interpersonal communication and their financial reward must be at least partially based on how well they communicate with their employees in order to make the system work.

The development of appropriate HR communication

materials must be a t exercise between HR and communications that result in messages which are clearly matched to specific corporate HR objectives, delivered according to a specific timetable and evaluated in term of measurable behavioural changes.

Using media to communicate depends on the demographic profile of employees such as how many locations are involved, organisational style, budget concerns and whether the communication will be reused during orientation. Possible media might include §

letters or memos, which are best for announcement of programs,

§

Articles in staff publications, which are best for updates on the program’s progress. Key points should include representation from all parts of the company that are involved in the process.

§

Employee meetings utilizing audiovisual and question and answer sessions.

By using a visually-oriented is the best method such as video or slides with a take-away brochure that graphically shows the entire process. The brochure should also feature a message from the CEO, a diagram of the pay evaluation program, and the most commonly asked questions and their answers. Other ways to communicate include highlight folders, payroll stuffers, telephone hotlines or tape message systems, posters and bulleting boards and employee handbooks. Communication plan need to be link to milestones, beginning with the start of the evaluation process and concluding with a major communication effort during roll-out. This period can run from to a year. Compensation program not suppose to communicate in nothingness. Benefits are part of total compensation, so performance evaluations should be closely linked to compensation. These links must be communicated to all employees. The best way to communicate this information is through supervisors in their subject areas. From communication its produce some priority as: §

Companies install new flexible benefits programs that give employees the opportunity to get involved in deg individualized programs.

§

Company or institution likes UiTM Shah Alam seek to provide more costeffective benefits in the face of rising health care cost, often through new costsharing arrangements with employees.

4.2.5 Key Element of a Benefits Communication Plan

There are eight-steps method for improvement in process to develop a benefits communication plan includes:

Step 1: Conduct Research The best way to find out is to ask employees through focus group how they would like to get their information. If UiTM Shah Alam has been going through hard times, then it will make sense to be low-key. The reason for glitzy communications is they get through to people.

Step 2: develop a strategy The most important step in the whole process of communication is determining the audience and the correct messages to relay. While all employees may be covered under the plan, a good communication strategy recognises that there are a number of staff subgroup-new hires, mid-career people, those near retirement with different needs. Today, benefits are designed with the needs of these subgroups in mend and the accompanying communications must address them but the program not only to be informed but also motivate employees to take action.

Step 3: hand out Materials These can include descriptions, benefits statements, worksheets and enrolment and beneficiary forms. Top management need to develop and present to subordinates.

Step 4: schedule presentations Presentations are ideal for small groups and should be conducted whenever major changes are made. Small groups allow more opportunities for questions and answers. Larger groups are more time efficient, but can add to downtime cost and require supplemental question and answer materials or forms. For larger or dispersed organisations, new technologies such as email or voice mail can be used but they remove the people factor.

Step 5: prepare visually based communications These should be a part of all presentations. Staffs now are video watchers. The problem with so many benefits videos and slide shows is that they look as through they were produced by a tax ant. Calculations and complex explanations should be saved for printed materials. The power of the visual medium is to use real-life examples to demonstrate concepts to people. Try to keep visual communications simple. Stick with highlights and use diagrams and easy-to-understand flow chart and graphics.

Step 6: prepare coordinated print pieces Handouts should accompany all visual presentations. A take-away print piece reminds staff of the highlight of the presentation. Step 7: use interactive components A number of interactive computer programs are now available. The overall goal is to address individual questions concerning complex programs.

Step 8: evaluate the results Evaluations will tell you if the program worked. Simple mail-back with questions designed to test the effectives of the communication effort will help ensure that the program is working

Table 4.2: following

Benefits communication tools to choose from include the

Develop generic communications and enrolment Standard packages packages that can be adapted for UiTM’s budget Good delivering and impressions or feeling about Television

program. Serve to point out highlights and to deliver the UiTM Shah Alam message One of the most advance to the main frame and not only look at possible benefits but also others

Interactive Computer Software areas such as financial planning, training and development Allows s to enter their selections via mail

Automated Voice Response

after they read over material sent to them by mail.

Table 4.2 Benefits communication tools to choose from include the following (cont’d) Is oldest and most basic communication tool for explaining benefits to employees and seen as a

print supplement to more advances communication technologies . Most

staff

employees

still

prefer

to

get

meetings information on a one-on-one basis from manager Traditional

method

benefits

information

is

presented in meeting and not very high-tech but

Slides and overheads

it allows the presenter to interject himself into the presentation and this tool familiar for ing presentation. This is good but expensive by satellite across the

Video Conferences

nation or around the world to spread the program. Suitable for medium and large organisation as UiTM Shah Alam for staff to have access to for

Hotlines getting very specific answers to their questions and need specialist on it. This tool will cut down many of the employee’s question

when

information

directly

Payroll processing systems communicated to employees via each payroll statement.

4.2.6 Encouraging

from staff is the first step to finding out how closes top management to them. Staffs s provides an even greater value staffs not willing to talk about themselves but are also willing to suggest ideas that may help to improve the organisation’s performance. In create system evolving organisation frank and candid comments from identifiable staffs will be valued. The larger organisation more difficult it is to accomplish upward communication.

Sometimes by provide incentives such as monetary reward for the new ideas has been as an effective of encouraging employee . But via a token and high praise will work just a well. Putting a picture of the employee/staff with this month’s “Bright Idea” in the UiTM Shah Alam’s magazine will go a long way toward communicating to everyone that ideas, suggestions and are being rewarded. For employee/staff the final reward is when their ideas will be implemented.

4.2.7 Evaluating Communication Programs

There are two types of measurements for employee communication: attitude survey and communication audits. The attitude survey sometimes focuses on communication but is also sometimes broader in scope, telling us what the climate and perception of employees are, and what can be done to improve them. An employee attitude survey can measure a wide range of subjects, including job climate, security, satisfaction, opportunities for communication, management, compensation and benefits. A communication survey measures:

§

Communication philosophy

§

Topics which are important to employees

§

Whether employees feel sufficiently informed

§

Employees’ preferred sources of information

§

The readership levels for publications

§

Communications’ credibility and usefulness

§

Managers’ or top management communication skills

§

Awareness by employees of the company’s mission, vision and values

In communications audits can measure employee attitudes and their knowledge of the company, the effectiveness of program and the impact of corporate media. Techniques used in communication audits may include: §

Focus groups: small groups of people representing the various demographics of employee groups. Focus groups provide qualitative information, which means that they show not only employees’ opinions, but also the context of those opinions.

§

Management climate assessment: generally a series of interviews with top management and key unit managers used to determine the culture and values of the organisation in relation to communication. This can also be used to identify the effects of individual personalities and to define the context of jobs and roles.

§

Content evaluation of published material” looks at the subject matter of memos, policies, form, newsletter and the paper that a corporation uses to determine what is important based on what is written down and maintained.

§

Surveys: provide a means to let everyone in the organisation get involved in the audit process. Surveys allow people to participate anonymously. This data is more quantitative that qualitative.

§

Network analysis: look at the interaction among people in an organisation to determine or map such things as communication nodes or bottlenecks. The theory is that the more people interact, the more successful an organisation is.

An attitude survey or communication audits is normally used when there has been some major change in organisation, such as alignment, downsizing or reengineering.

4.2.8 Communication Research And Change

Via research its’ discover information about might be hard to hear the truth about what employees thought about their top management but important to set up process for getting past this problem: §

Provide that makes sense

§

Get commitment to take action before doing research

§

Relate actions to research; tell people that their input helped.

§

Measure how actions worked; find out if what you did worked.

The level of reaction to research can range from full implementation to full rejection, with the worst outcome probably being a decision to do nothing. Communication research is most helpful in choosing among possible alternatives while deg communications and then making changes in the organisation to respond to that . Measuring the impact of communication programs becomes more important that ever if we expect to convince top management that it pays, middle managers that it works and everyone that it has true value.

4.3

SUMMARY OF CHAPTER

This chapter was discussed about two important things that help this study achieve the objectives as mentioned in chapter 1. This chapter was elaborate about the analysis from the interpreted data via survey and interviews. All detail is about organisational communication to see the scenario of organisational communication in UiTM Shah Alam. From the analysis, I concluded that UiTM Shah Alam was achieve a good level in organisational communication because from the survey found the positive answer is higher than negative answer which is agreed and disagreed about the statement that ask in survey questions that given to respondents.

The findings also discover to improve the items that related to organisational communication. Findings in this chapter discussed about the planning to improve the organisational communication via program, research, evaluation and including tools. The findings are all about to plan the best organisational communication.

CHAPTER

5

CHAPTER 5 RECOMMENDATIONS AND CONCLUSION

5.1

INTRODUCTION

Based on history Universiti Teknologi MARA Shah Alam operated almost 30 years and above in Section 1 Shah Alam and some of the organisation change time by time in order to improve the services and fulfil the current demand for higher education. As a title world class university, all the quality of work, management, infrastructures, transportations, technologies and etc need to be enhance and by the way all the aspects need to be start from the basis of organisation especially in communication.

This study about communication in UiTM Shah Alam also needs to discover the better organisational communication as educational institution and this situation same with other industries such as construction industry. There are many relations in construction industry from client / employer to final or consumer. There are lot work to do and very complicated but if there any massive and good organisational communication all the plans and work will be rolling better and find the best way to achieve the goals.

Next explanations are about recommendations and planning the best ways for UiTM Shah Alam as guideline to develop better and strategic of communication plan.

5.2

RECOMMENDATIONS ON ORGANISATIONALS

COMMUNICATION

5.2.1 Changing Communication Needs

Many organisations that have downsized layers of managers and workers are trying new approaches to boosting output, such as quality circles, self directed work teams and renewed focus on mission, vision and values this situation also goes to UiTM Shah. Management seems to be cutting back and, at the same time, giving more responsibility to employees. In this new atmosphere, senior management knows it literally cannot afford to look at employees simply as a labour cost; rather they must see them as potential contributors to growth.

Traditionally employer-employee contract or in UiTM as public University of longevity for loyalty but need the promise of a job for life for a lifetime of dedicated and loyal services has evaporated as a result of cutbacks, downsizing and/ or realignment. Organisations are finding a cynical, uncommitted and discontented work force that is working longer hours and seeing more of its salary being put at risk in incentive programs. Staff or employee communication can help turn around this situation. It is the glue that can patch today’s tattered working environment.

The importance of communication in restoring a balance between the needs of the organisation and those of employees and helping to restore and maintain credibility is becoming apparent to more people. Strategic communication focused on accomplishing concrete business or product or services objectives such education provider likes UiTM

Shah Alam is order of the day as companies go back to drawing board to reengineer their services. There are complicated in communication job for everybody in current’s flattened, spread-out organisation and no longer a work just for somebody at the top management such executive and etc.

The approach in which messages are being communicated is also changing in this new high-tech era. Electronic communication or could be tools for communication is supplementing, even replacing, print while managers are being asked to increase oneon-one and other high-touch forms of interpersonal communication.

Now, there can be email or voice mail sent to each employee from the top management such as CEO for informal meeting. By this way it is a far cry from the formal communications of yesterday. The content of organisational communication is also changing as follow the high-tech era and reaching out to a new kind of employee, one is more diverse and multicultural-and very media savvy.

The old message of big

organisation as UiTM Shah Alam not really works in this new era, diverse workplace, where non-stop layoffs and downsizings, strikes, management shift, reorganizations and bad press have a daily reality.

5.2.2 The Changing Work Force

Time by time work force of current age is very different from many years ago. Activities in communication must recognise and reflect these changes:

PREVIOUS TIME

NOW

Homogenous

Diverse/ multicultural

Authoritarian

Shared responsibility

Stable

Dynamic

Security and loyalty to the organisation

Loyalty

to

self

and

professional

Table 5.1: Changing of work force

In the new workplace, workers are diverse and multicultural even though UiTM open for dweller student but other race can have profession here, and have different values. They have less job security, but management wants expanded employees participation in decision making. Employees who now often define their lives in of their work have higher expectations for their jobs. In this environment, top management must now lead rather boss. This requires even more communication.

5.2.3 The New Workplace and Communication

The changing profile or workers is reflected in how they relate to communication techniques:

Table 5.2: Changing of workplace

PREVIOUS WORKPLACE

CURRENT

Readers

Viewers

Not computer literate

keyboarders

Formal communications

informal

Ideas

images as ideas

Focused attention

short attention span

What was said

who said it

To reach the new workers, new information communication technologies are being introduced.

Traditional Communication technologies

v Memos to employees v Newsletters v Formal

New Communication technologies

v Email v Voice memos v Video/ video newsletters

supervisor/employee

v Weekly tip sheet

meeting

v Interactive computer

v Bulletin boards

programs

v Company magazines

Figure 5.1: Examples of technologies adopted then and now

5.2.4 Good Organisational Communication: A Big Reward

Good communication is good business as education provider. From the Japanese who invest as heavily in their people as in their machinery. Peoples always working with problem but with more people will increase the better chance for success. Communication is the glue which bonds people working together toward a common goal. The rush to install quality programs, empower employees in UiTM Shah Alam to make decisions, solve problems at the lowest level, and reengineer the corporation will only be successful if it is based on a geometric increases in communication at all levels

in the organisation. If the employees of UiTM Shah Alam are not given adequate information nor allowed to contribute to the solution of problems, they may revert to being the cause of them , resulting in increased absenteeism, lowers productivity, grievance and so on.

There are two parts to communication: a systems side that utilizes the right media, and a human side that delivers the information in a believable and empathetic manner. As one expert has said, communication must have body and soul. Good communication is carefully planned from the top down, ed in writing, made part of a upper party in organisation of UiTM Shah Alam performance evaluation, and focused on the work. There are three major variables that UiTM Shah Alam as educational provider needs to look at in evaluating organisational communication processes:

Organisational Objectives

Results

Content Flow Impact

Communication

Employees

Figure 5.2: Communication Variables

Figure at above represented for three major variables of communication and the variables are Flow, Content and Impact. 1. Flow is how information moves through the organisation to its audience/staff. 2. Content is the type of information communicated and how it is targeted to specific audiences. 3. Impact is the result produced by communications effort.

5.2.5 The New Professional Communicator

Now’s worker communicator has the job of providing managers and supervisors throughout the organisation with the messages and media they need to get the word out. The information that the employee communicator delivers can range from a revised benefits program to better management tips. Once communications is more focused on creating value, a new type of communicator is emerging, one who: v Understands today’s employees v Knows the mission of the organisation v Understand the relative merits of new communication tools

v Is responsible for making sure top executives or management are trained to communicate and relay information.

Table 5.3: Changing Of Actions

That was then

This is now

Craftspeople Writers Reporters Primary communicators Makers of things Always part of public relations Reactive

strategies propagandists storytellers ers of line communication sellers of ideas may be in Public Relations or HR Pre-emptive

Currently

professional

communicator

has

more

of

strategic

job-developing

communication strategies to achieve work’s objectives and then with the of top management, making sure top parties in organisation get the word out. This goes well past the old skills of just writing and producing materials. The organisation in UiTM Shah Alam should involve in three primary activities: 1. Strategizing: looking at a business issue and deciding how it should be communicated. 2. Toolmaking: developing the communication materials based on the information that must be communicated. 3. Delivering: communicating of the messages

From the topic 5.1.1 to 5.1.5, there are some factors that can help to improve the organisation in UiTM Shah Alam to become more efficient in communication for organisation.

CHANGING COMMUNICATION NEEDS THE NEW PROFFESIONAL COMMUNICATOR

THE CHANGING WORK FORCE

RECOMMENDATIONS

GOOD ORGANISATIONAL COMMUNICATION: A BIG REWARD

THE NEW WORKPLACE AND COMMUNICATION

Figure 5.3: Recommendations

5.2

CONCLUSION

The conclusion are summarised to answer the objectives of the study. The objectives of this study which explain in chapter 1 are all about the organisational communication. Universiti Teknologi MARA as a case study had been discovered the information about the organisational communication and others related information about it.

In chapter 2 explained details about the organisation, communication and other related information that created for literature review that draw about the view of organisational communication that need to discover in chapter 3 and chapter 4. By using the interview, survey and search the information from internet about organisational communication the scenario of organisational communication in UiTM Shah Alam was answered in chapter 3.

In addition, by executed the survey and interview, at the same time the information that gathered used to create as data that interpreted into figure such as percentages and chart to understand the value about the issue that related to organisational communication from respondents which is worked in UiTM Shah Alam. As a result the positive answer more than negative answer and shown that UiTM Shah Alam is one of the institution that consist with the best organisational communication in its organisation but some items could be improve via finding that discovered in chapter 4.

Finally, in chapter 5 the recommendations was explained to improve the organisation communication especially in issues that related to staff either superior or subordinates. As an institution that consist with fragmented activities UiTM Shah Alam really need the

best organisational communication. Currently UiTM Shah Alam reached so many goals in activities that related to organisational communication, because of that there are compliment from many parties such as ISO, Ministry of Higher Education and many award that belongs to UiTM Shah Alam as effected of effort in enrich organisational communication by superior and subordinates.

As mentioned in abstract, hopefully the organisational communication that implemented in UiTM Shah Alam will be as a guideline for any organisation in any sectors especially for construction industry which consist fragment activities. Because of that this study take UiTM Shah Alam as case to study the organisational communication even there are from construction but it occur in all sector either we are realized or not.

References

REFERENCES 1. Alan Jay Zaremba (2006). Organizational Communication. Foundations for Business and Collaboration. 2. Andrew Dainty, David Moore and Micheal Murray (2006).Communication in Construction: Theory and practice. Taylor & Francis Group 3. Barry K. Spiker (2004).Perspective on Organisational Communication.3rd Edition. WBC Brown & Benchmark Publication. 4. Cal Wal. Downs (1988). Communication Audits. Library of Congress Catagin- Publication Data. 5. Charles Conrad & Marshall Scott Poole (2002).Strategic Organisational Communication in A Global Economic.5th Edition. Harcourt College Publication. 6. “Communications In Construction” - Associated Construction Publications Available:http://www.apubs.com/article/CA473342.html (Accessed: July 17th ,2008) 7. Daniels Spiker Papa (1997). Perspectives on Organizational Communication, 4th Edition .Mc Graw Hill. 8. Daniel P. Modaff, Sue Dewine & Jennifer Butler (2008). Organizational Communication: Foundations, Challenges, and Misunderstandings. 2nd Edition. Pearson Education, Inc. 9. Dr. Narimah Ismail and Dr Saodah Wok (2006). Kursus Komunikasi Organisasi. PTS Publications and Distributor Sdn Bhd. 10. “Flat Organisational Structures”- Available:http://www.learnmanagement2.com. (Accessed: July 20, 2008)

11. Frank

M.Corrado

(1994).Communicating

with

Employees:

Improving

Organizational Communication. Crisp Publication Inc. 12. Gary L. Peterson (2000). Construction in Organisation: A casebook.2nd Edition. Library of Congress Cataloguing-in- Publication Data. 13. Gay Lumsden & Donald Lumsden (2004).Communicating in Group and Team:Sharing Leadership.4th Edition. Thomsom Wadsworth. 14. Gary L. Kreps (1990). Organizational Communication. 2nd Edition .Longman New York & London. 15. Gerald L. Peper (1995). Communicating in Organizations: A Cultural Approach. McGraw-Hill, Inc. 16. Katherine Miller (2006). Organisational Communication. 4th Edition. Approaches and Process. Thomsom Warsworth. 17. Pace, R.W., & Faules, D.F (1994). Organizational Communication.3rd Edition. New Jersey: Prentice Hall. 18. Pamela

Shockley&

Zalabak

(2002).Fundamentals

of

Organisational

Communication: Knowledge, sensitivity, Skills, Values. 4th Edition. Library of Congress Catag-in- Publication Data Tom D Daniels 19. Patricia Hayes Andrews and Richard T. Herschel (1996). Organizational Communication: Empowerment in Technological Society. Houghton Mifflin Company. 20. S.Haykin & M.Moher (2003). Modem Wireless Communication, Pearson Education International.

Appendices

THESIS TOPIC: A STUDY ON COMMUNICATION SYSTEM IN UiTM SHAH ALAM INTERVIEW SESSION: ORGANISATIONAL COMMUNICATION

NAME: :............................................................................. POST: :……………………………………………………….. DEPT/DIVISION/UNIT/FAC:………………………………………… Questions:

o o o

1. What do you understood about organisational communication? Definition Types of communication Structure

o o

2. Is there any communication in your scope of work and how the illustration of relation? same level superior to subordinate

o o o

3. To execute the communication process, what are the tools that used to assist it? Telecommunication technologies Manual by letter briefing

o o Ø Ø Ø

4. What type of organisation structure in your office? Matrix Multidimensional Upward Downward Horizontal 5. What are the problems and impact of organisational communication? before during after

o o o

o o o

6. What are your suggestions to improve organisational communication? Quality ISO Example of best organisation

o o o

7. Could you please give me the written information that related to organisational communication? Pamphlet Brochure Documents

DEPARTMENT OF QUANTITY SURVEYING FACULTY OF ARCHITECTURE, PLANNING AND SURVEYING UNIVERSITI TEKNOLOGI MARA, SHAH ALAM, SELANGOR

EMPLOYEE COMMUNICATION SURVEY UNIT/JAB/FAK:…………………………………………………………………………………… ……. Dear respondent: I would be grateful if you could kindly complete the survey which is a requirement of my final project (Dissertation-QSM 664) Check ( / ) yes or no for the answers that are appropriate to conditions in your organisation.

Application of Communication In UiTM What is the main communication channel that usually used?

1. 1.

Interpersonal

2.

Letter

3.

Meeting

4.

Email

5.

Briefing

6.

Others ,state:_____________________

2.

What sources of information that used during communication?

o

HEA information

o

HEP information

o

Employee information

o

Physical development of UiTM

o

Instruction of work

o

Others state :_____________________

Communication Policy

1.

Is there a written communication policy in your organisation?

2.

Does the policy provide 2-way communication?

3.

Does the policy have the active of management?

4.

Does the policy commit the organisation to honesty?

5.

Are communication objectives stated clearly?

6.

Does one individual have overall responsibility for istering the policy?

Program 1. 2.

Are there written procedures to implement the policy? Do all communication activities and media conform to the policy, and they

coordinated? 3.

Are the policy and programs regularly reviewed for effectiveness and compatibility?

4.

Does top management take an active part in the program?

Delegated Authority 1.

Is there an organisational chart that shows communication channels?

2.

Is ability for communication defined?

3. line?

Do supervisors know their abilities for relaying information up and down the

Keeping Superiors Informed 1.

Are supervisors given advance information about the organisation’s plans and

progress? 2.

Are superior given the “why” of all matters transmitted directly through them to

employees, so that they can discuss the subjects intelligently and answer any questions that may arise?

3.

Is there a specific method for keeping superior regularly informed about employee

thinking and rumours? 4.

Do the supervisors meet regularly with employees for discussions?

5.

Are employees encouraged to seek information from their supervisors?

6.

Are supervisors trained to transmit information to employees and to answer their

questions? 7.

Are bulletins given to supervisors before they are placed on bulletin boards?

8.

Are there regular management meetings?

9.

Do supervisors meet with each of their subordinates on a regular basis?

10.

Is there a procedure for getting supervisor ideas on staff contract improvement?

11.

Is there a procedure a supervisor’s manual for ready reference on all important

problems? 12.

Is there a manual of policies and procedures which is kept up-to-date, and is

available to all supervisors?

Human Relations Communications 1. Are employee’s basic want and interest (security, recognition, fair wages and opportunities to advance) considered in determining what information to present to organisation?

2.

Are employees being given information about:

o

salary and benefits

o

opportunities for advancement

o

training opportunity?

Information about Employer-Employee Relations 1. Does the company “sell itself to its employees? 2. Does the top officer of the organisation: o

talk with employees in a group

o

meet socially with employees

o

visit informally with employees at their work stations?