Managerial Communication, 1/e

Reginald L. Belland Jeanette S. MartinCommunication AuditsChapter 12Bell & Martin (2014). Managerial Communication. 4/9/20151

Learning Objectives4/9/2015Bell & Martin (2014). Managerial Communication. 2Define communication auditsSelect the correct communication audit methodExplain how to conduct communication auditsWrite a report of the communication audit resultsUnderstand the strategic implication of audit results in goal achievementAnticipate the pitfalls of communication audits

Defining Communication Audits4/9/2015Bell & Martin (2014). Managerial Communication. 3A comprehensive and thorough study of communication philosophy, concepts, structure, flow, and practice within an organization (Emmanuel, 1985, p. 50).A way to gather data and analyze communication within the firm.And provides management with what is actually happening rather than what they think is happening during communications.

Communication Audit Goals (Gordon, 2001):Bell & Martin (2014). Managerial Communication. 4/9/20154

Should develop a picture of the communication in the organization including major topics, sources, and channels of communication.Look at specific communication tools and describe their value and relevance.Determine if employees are receiving messages: downward, upward, horizontally, and externallywhether those experiences are positive or negative.Provide information to develop a strategic plan for improving communication quality.Provide a process to continually measure communication effectiveness in the organization.

Figure 12-1: Essential Communication Audit Goals and Information Gathering ActivitiesCommunication Audit GoalsInformation Gathering Activities4/9/2015Bell & Martin (2014). Managerial Communication. 5Develop a picture of the communication.Look at specific communication toolsDetermine if employees are receiving messages.Provide information to develop a strategic plan.Continue to measure communication effectiveness.Determine who should conduct the communication audit.Determine how the information will be gathered.Assure employees all information collected will be confidentialManagers must be engaged and willing to make changesManagers weigh results through careful interpretation of facts.

Who to Involve4/9/2015Bell & Martin (2014). Managerial Communication. 6Determine who should conduct the communication auditDetermine how the information will be gatheredAssure employees all information collected will be confidentialEngage management in the process and make sure they are willing to make changesCarefully interpret and present the findings to everyone

Conducting Communication Audits Bell & Martin (2014). Managerial Communication. Focus Groupssmall groups within the organization are brought together and asked questionsCommunication Logsindividuals keep a diary of all communicationsDirect Observationan observer follows and subject around and keeps a diaryInterviews--research meets with individual and discusses issuesSurveysall employees complete a set of questions concerning communications in the firmContent Analysisanalyze and code company documentsSkill Testingaudits that test the communication skills of workersBlended Approachesusing multiple approaches 4/9/20157

Items to Include in Communication Audit4/9/2015Bell & Martin (2014). Managerial Communication. 8Leadership and administrative stylesStructural elementsInterpersonal communication and relationshipsNonverbal issuesEmployee issuesCustomer issuesCompetition

Available Communication Audit Instruments4/9/2015Bell & Martin (2014). Managerial Communication. 9ICA Communication Audit

Communication Satisfaction Questionnaire

Critical Communication Experience Survey

Episodic Communication Channels in Organizations

Optimizing the Communication Audit4/9/2015Bell & Martin (2014). Managerial Communication. 10All employees communication skill sets need to be tested. Seven skill sets to test include (Daly, 1992):Predisposition to Communicate. Are the networks working properly? Is everyone communicating information to those who need it?Knowledge of Communication Principles. Do the employees know how to analyze the audience and determine who needs to know? Do the employees know for a given communication which channel would be most successful?Public Speaking Capabilities. How good is an employees speaking abilities? Can the employees organize and deliver a message, answer questions, use visual aids effectively, and discuss the information in understandable terms both internally and externally?Interviewing Skills. Has the company taken the time to train employees how to interview correctly and legally?

(Daly, 1992, continued)Bell & Martin (2014). Managerial Communication. Listening Skills. Can employees comprehend and synthesize information? Do the employees have the critical thinking skills necessary to determine what is important and what is not important?Conversational Performance. Can the employees adapt to different audiences, deal with difficult individuals, and use persuasion when necessary?Communicating in Small Groups. Teams are important to organizations, and the ability to participate fully on teams is necessary.

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Communication Audit Report WritingBell & Martin (2014). Managerial Communication. Validitymeasures what you say you are measuringReliabilitymeasures consistencyResultswhat you foundRecommendationswhat seems to need to be changedImplementation suggestionshow to change the communications4/9/201512

STRATEGIC COMMUNICATIONBell & Martin (2014). Managerial Communication. Directly relates to the Communication climate of the firmManagement orientation of the firmPersonalitiesUpward, downward, and horizontal communicationInternal and external communicationStrategy successLegitimacy by implementersWorkers can relate

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Figure 12-2: The Managerial Communication Climate Model (Robertson, 2005, p. 35-36)For an Open and Supportive ClimateInformation OpennessTopic Adequacy and Information Flow

Interactive Supportiveness

4/9/2015Bell & Martin (2014). Managerial Communication. 14Job informationPersonal informationOperational informationStrategic informationUpward information

Active listeningEmpathetic listeningChecking accuracyClarifying meaningDisclosing emotionsEncouraging inputProviding feedbackSoliciting feedbackGiving instructionsManaging conflictConstructive feedback

PITFALLS OF AUDITSBell & Martin (2014). Managerial Communication. While audits can be used for good, of course, the antithesis is true that they can be used for evil. If management does an audit, and then uses the results to punish or hurt employee morale, it is a misuse of communication audits. If there are hidden agendas, employees will know soon enough, and many may leave the organization, or worse sabotage projects. These pitfalls can be avoided by clearly notifying everyone before the audit is taken what the objectives, goals, and scope of the audit is, and that the audit is being done to improve the communication within the firm.4/9/201515