Communication Audit

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This report was commissioned to examine the effectiveness of internal communication of a reputed consulting firm that has widespread reach on domains such as media intelligence, PR, consulting and training to undergraduate students. The research process included conducting in depth interviews with two of the department heads and also with a reporting subordinate. Other sources include organizational statements posted online and the behavioural aspects of employees as monitored before and during the interview process.
The research draws attention to key findings that the organisation fosters open communication and there is a strong commitment from top management towards employees. The communication channels applied most
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Fig.1.1 Organizational Communication Balance

This study tries to evaluate the communication between verticals of the firm as well as practices within a vertical. Furthermore, this report pays attention to formal and informal communication practices within teams. Johnson et al. (1994) defined formal and informal communication, while the audit goes one step further and analyse the pros and cons of the two models within the limits of our study and provide suitable recommendations.

The audit was approached in three stages. Initially the audit critically analysed the mission statements and appraised the same. The next step proceeded by conducting in-depth interviews of two department heads and a subordinate employee to identify the gaps in communication. Also as secondary analysis we monitored the behavioural attributes of the employees. Later in the audit various ‘gaps’ were analysed and suggested recommendations that on implementation can fill these gaps.

Although this study might bring out certain drawbacks in the existing communication structure, this exercise is an internal consultation process drawn to motivate employees (Furnham and Gunter 1993, P204 Sreejith). The structure of this study was to use a mix of personal interviews of 30 minutes each as the primary data, backed by analysing the behavioural traits of employees and the company’s mission statements. The long personal interviews were considered primary as they
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