Exploring internal communication within the government communication and information system

Abstract

The fundamental nature of the research question for this study was centred on the functions of internal communication. It was within this context that functionalism as theoretical approach was selected for the study of internal communication within the Government Communication and Information System (GCIS) in South Africa. Functionalism’s interest in the structure and function of communication is evident in its major assumption, namely that the phenomenon of mass communication is a system that is a whole consisting of several interrelated and interdependent parts. In addition two related theories, systems theory and classical management theory, were employed as departure for the study. Related literature on internal communication bears evidence that the flow of internal communication differs from one environment to the other. This depends on the type of information that has been communicated and the type of organisation in which the internal communication occurs. Managing employees effectively requires communication and the quality of communication amongst the people that comprise an organisation is a crucial variable in determining organisational success. This requires a common understanding of the role and structure of communication and its functions. Internal communication is the strength of any organisation. Communication scholars such as Verwey and Du Plooy (2003), Kitchen and Daly (2002), Gibson and Hodgetts (1991), Murabe (1990) and numerous others already demonstrated the overwhelming importance of internal communication in today’s business environment. Internal communication creates a platform for participative decision making, employees’ interaction, information sharing, creativity and innovation, as well as an environment that fosters productivity and creates a sense of organisational ownership.A comprehensive internal communication system is required to unambiguously translate the vision, mission and strategic objectives of any organisation into reality. Furthermore effective internal communication has a potential to build and sustain social interaction within the organisation and most importantly to drive a service delivery message to all employees. Effective communication and service delivery have recently become issue of exceptional importance in government departments in South Africa, particularly in government agencies. Factors such as organisational culture and leadership style have an influence on internal communication. Organisational culture defines and describes what the organisation stands for. Leadership is very critical for internal communication as it informs the organisation’s vision. If the leadership is negatively inclined, there is no way in which the internal communication will thrive. It is always advisable to strike a balance between organisational culture, leadership and internal communication. The findings of this study indicate that management and employees of the GCIS perceive the function of internal communication differently; that both management and employees have inadequate general understanding of the communication channels and communication structure within the GCIS and reveal that though there are numerous communication channels available, only few are used and preferred within the GCIS. The selection and the understanding of communication channels within the organisation are critical elements for internal communication. Therefore, the communication department or division should ensure broader consultation with all key stakeholders within the organisation. It is regrettable to have communication channels within the organisation that are not understood by the majority of employees and to discover that out of the twenty that are implemented, only five are mainly used and two preferred by most of the management and the employees.