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Internal communication audit
1. Internal Communication Audit
SAFARICOMKilimanjaro Consultants
2. Executive Summary
The CEO of Safaricom LTD is committed towards improvingcommunication within the organization.
This audit was contracted for, approved and supported by the
Board and the CEO as part of a commitment to increase
communication both within and outside the organization.
It clearly demonstrates their willingness to risk change in
order to improve the efficiency within the organization.
The goal of this communication audit was to seek facts as well
as perceptions, and from these to propose recommendations
that could ensure improved management of public relations,
greater parent and community involvement, and enhanced
two-way communication between the internal and external
stakeholders of Safaricom LTD.
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3. Satisfaction with management
The team’s satisfactionwith the management is
very high
Levels of satisfaction
were reported on:
How management deal
with conflict
Level of ease in
approaching management
Amount of care shown by
management for the team
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4. Satisfaction with Media Choice
Use of informalcommunication is
predominant
among teammates
and is effective.
Texts and phone
calls are the main
types of informal
communication.
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5. Commitment of employees
Individualcommitment to the
organization is in the
ninetieth percentile.
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6.
ProductivityKilimanjaro Consultants
7. Satisfaction with Coaches
The satisfactionregarding the
consistency of the
communication
provide a variety of
responses.
Satis fac tion With the cons is tenc y of Communication
100%satisfied neutral dissatisfied
25.1
25.1
90%
31.3
80%
6.3
6.3
70%
25
60%
50%in %
Responses
40%
75.1
62.6
30%
50
20%
10%
0%
conflictapproachability
Satisfactioncaring
Category
These responses are
the most diverse in
terms of overall
averages regarding
upper-management.
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8. Perception of workmate Commitment
The perceptions ofteammate
commitment are
much lower than
individual levels of
commitment
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9. Communication Problems in the organization.
Not All Employees Being Kept InformedEmployees Not Receiving Consistent
Messages from Management
Employees Not Receiving Timely Messages
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10. Recommendations
Timely CommunicationUniformity in communication
Proper chain of command
Emergency Plan
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11. Reference
Alvesson, M. (1996). Communication, power andorganization (No. 72). Walter de Gruyter.
Taylor, J. R. (1993). Rethinking the theory of
organizational communication: How to read an
organization. Ablex Publishing Corporation.
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