Internal Communication Case Study

Managing internal communication: an organizational case study analysis

Managing internal communication: an organizational case study examines how a Health Care Organizations (HCO) internal communication is in dire need of improvement in order to ensure success throughout all occupational levels. Robson and Tourish (2005) express that some benefits of efficient communication within an organization include high productivity, innovation, and improved work attendance (p.213). Furthermore, they cite Hanson’s (1986) research as finding that good interpersonal communication significantly increases profitability. This case study analysis will explore the internal communication problems within the large HCO. It will then make suggestions for possible

It is important for leaders to engage with employees on a more personal level and to foster “cultural norms that instill a conversational sensibility throughout their organization” (p.2). This allows large companies to function like smaller ones, which have many benefits including higher employee engagement, strategic alignment, and more operational flexibility (Groysberg & Slind, 2012). Groysberg and Slind (2012) describe the four attributes of creating positive organizational conversation as intimacy, interactivity, inclusion, and intentionality. These qualities will create meaningful relationships between leaders and staff rather than a strict line of command (p.11). It may seem difficult given the size of the HCO to create personal relations with all staff. Yet some companies simulated this by creating interactive blogs run by leadership, welcoming questions, comments, and concerns from staff, or holding conferences where staff can meet with the SMT and engage in discussion. In turn this permits leaders to better know staffs skills and experience, which can then allow them to be more confident delegating tasks and further inspire staff to maintain the flow of

The proposed meetings should be held weekly or biweekly and will focus on updating staff and addressing operational matters. This will guarantee staff are receiving accurate and useful information consistently. Furthermore, on a monthly or bimonthly basis members of the SMT will attend these meetings to ensure all staff members are being listened to and to further cultivate relationships between staff and management producing a fluid flow of information upward in the HCO. Although this may be a costly solution, the time and money spent will greatly increase the interpersonal communication between staff and management. Thus according to Hanson (1986) an increase in profitability will ensue warranting its