$ % ( 5 !" # SUPPORTING ORGANISATIONAL OBJECTIVES WITH COMMUNICATION ORGANISATIONAL PERFORMANCE EMPLOYEE BEHAVIOUR

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1 " () "! " ' # )**+ -!" # 3 4 SUPPORTING ORGANISATIONAL OBJECTIVES WITH COMMUNICATION The organisation must perform if objectives are to be achieved Organisational performance depends on the behaviour of employees ORGANISATIONAL PERFORMANCE EMPLOYEE BEHAVIOUR ORGANISATION S VISION MISSION GOALS ' ( By assessing organisational objectives organisational performance employee behaviour required you can decide how to communicate to influence employee behaviour ORGANISATION S policies procedures processes systems rules guidelines formal training culture values management style etc. INTERNAL COMMUNICATION STRATEGIES Rodney Gray EMPLOYEES skills competencies past experiences knowledge beliefs attitudes opinions habits norms motivations etc Employee behaviour is influenced by organisational and individual factors such as these

2 VISION Mission (what) Values (how)." Key Business Objectives Values Leadership Context. Communication Infrastructure (systems staffing) Communication Strategies to drive objectives Communication strategies to drive Values (culture) Infrastructure Vision Strategy Linkage Decision Decision Moments Moments Actions Actions People People Take Take Organizational Organizational Performance Performance Financial Financial Performance Performance Communication Programs Programs Role Programs - Media - Sources Programs - Media - Sources Programs - Media - Sources Programs - Media - Sources Programs - Media - Sources Programs - media - sources Media Support Measurement Measurement Measurement Measurement Measurement Measurement 0 # Context Vision Strategy Linkage The big picture What we ll look like and how we ll get there What s in it for me Leadership Infrastructure What leaders do and don t do What they ask Who they recognise Rewards Measurement Structure Programs policies Role Support How I influence results Resources including information I need to influence results Media Meetingshuddles Scorecards Financial statements Memos publications Web-based technology )* + + * * -... (

3 . 3.0 #... 4# 3 * Empowerment How can I help? 6 Job Responsibilities What s my job? What s our Vision Mission and Values? Performance Feedback How am I doing? Department Objectives Results How are WE doing? 4 3 Individual Needs - Does anyone care? 7## 4 * * !"# Roger D Aprix p.9 8 3

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5 6 Database of communication audit results Best Factor Score Averages + Pos Neg ;<=> 9.# ;?= ;?= 0 # ;@= ;@= <?= 3"?A= 3"?;= "?A=?B=>" Overall satisfaction with internal communication Senior management communication Upward communication Change communication Consultation and involvement Cross-functional communication Provision of company information Communication of strategic direction Immediate manager or supervisor communication Team communication (including staff meetings) Company newsletter or publication messaging Intranet Typical correlations in communication audits in Australia Senior Management 0.7 <# Upward Communication Consultation Involvement Change Communication Cross-Functional Strategic Direction Job information Feedback Immediate supervisor I m satisfied with communication in my organisation at the present time '?C= " ;@= 8 " <B= CA?D= CA 9 30

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8 Input from: A very extensive literature search to find anything that might impact effective change. Previous surveys. Master list of Qs. A total of 04 questionnaires were returned by reply-paid mail and also electronically from nine organisations (average response was 4 per org.) Data entry statistical analysis written comments were typed up and sorted Lesser correlates indicate what not to work on at least not to same extent Survey approach for major change study Interviews with participants Issues + likely survey items Survey form form of of 8 8 items items grouped in in 3 3 sections. Two Two specific questions for for comments: Change well-handled and and not. not. + x x other other media Qs. Qs. Survey was distributed to thousands of employees in all the participating organisations all but one sent out printed forms one electronic form Using Using factor factor analysis and and regression analysis key key drivers were were identified Results indicate what to spend most time on to communicate change well Correlations showing key drivers of effective change Information Sufficiency Cross-Area Communication Respect Dignity CEO Managing Director Divisional Management Executive Briefings Vision Understanding Change Consultation Job Authority Recognition Change Communication Satisfaction with the organisation I m satisfied with communication. Is a healthy culture. This is a good place to work. Team morale is good. I support change. Upward Communication Major changes appear wellplanned and implementation of changes is well-handled 0.4 Correlations showing key drivers of change communication Information Sufficiency 0.69 >? 84: Cross-Area Communication CEO Managing Director Respect Dignity Divisional Management Executive Briefings Change Consultation Upward Communication Recognition Change Communication 0.7 Major changes appear wellplanned and implementation of changes is well-handled 0.37 acceptance of change 0.33 immediate manager team leader or supervisor 0.34 team meets interaction 0.34 access to electronic tools 0. electronic communication (e.g. intranet SMS voic video-streaming) publications The Allen Consulting Group 46 # #"* <I= #7* D@=

9 Differences Change well-handled v Change not well-handled organisations (percent) Group A better than Group B Respect and dignity. 6 Change communication. Satisfaction with organisation... CEO communication.. 3 Sufficiency of information.. Executive briefings and roadshows. 0 Recognition.. 9 Divisional management communication. 8 Employees understanding of vision 6 Communication upwards; management listening. Communication across different areas 4 8:; More favourable comments relating to specific communication efforts ( v 6) Twice as many mentions of: CEO communication (6 v 3) Divisional manager communication ( v ) Half as many mentions of electronic communication approaches (3 v 6) Fewer mentions of immediate manager or supervisor ( v 7) Change consultation Percentage of comments made about issues Group A - Change handled better Group B - Change not well-handled Change communication 6 Electronic communication 3 6 Divisional management communication. Team interaction meetings Published information 8 Chief executive communication Training Respect and dignity... 3 Consultation and involvement Information packs 3 Open communication.. 3 Immediate manager supervisor.. 7 Executive roadshows.. Project team communication. 3 Communication upwards re issues and opinions Plenty of room for improvement Best Score Factor Averages + Pos Neg Change management Change communication Overall satisfaction with the organisation Communication across different areas Chief executive managing director Respect and dignity Communication upwards; raising issues Sufficiency of information Change consultation Divisional management )!' 3! K 4 9

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