Internal communications analysis

Words 1,417 (excluding front page, contents and references) Executive Summary Internal communications appears to be one of the less written about and discussed elements of management theory, human resources and public relations. Rather it is a multifaceted function crossing many organisational boundaries and one requiring strategic acknowledgement. Consideration of whether IC creates tensions, of what sort and why shall be drawn out here alongside analysis of the responsible and influencing factors affecting it.  Contents Introduction Definition of internal communications Who is responsible for internal communications and where does it fit Does the answer lie with management Where does responsibility lie for ensuring ICs objectives are met The grapevine Change and crisis communications Conclusions Recommendations Bibliography  Introduction As highlighted by Smith Mounter (2008) Difficulty remains that many individuals in organisations think they themselves conduct internal communication and so will not regard the internal communicator as a specialist with professional knowledge. This phrase exemplifies the difficulties faced by internal communicators whose role is either not sufficiently understood by the upper echelons of management or moreover whose contribution to the bottom line is not fully valued. Further tensions arise when internal communication (IC) is not clearly enough defined or positioned within the organisation and when organisational culture prevents the flow of information (one-way) from becoming a forum for communication (two-way). Definition of internal communications The planned use of communication actions to systematically influence the knowledge, attitudes and behaviours of current employees. Strauss and Hoffman (2000143). This most referenced of definitions of IC has a very top-down theory of communicating with employees. This is perhaps why there is confusion about the role and situation of IC in an organisation. As Cutlip et al.