The Communication Structure at the University of South Australia – Case Study Example

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The paper "The Communication Structure at the University of South Australia " is a wonderful example of a case study on journalism and communication.   This paper presents the method, findings, and conclusions reached after carrying out a strategic audit of the internal communications processes of the University of South Australia Student Supportive. In particular, the report focuses on the manner through which internal communication in the university reflects the culture of the institution, and the structure thereof, and how it relates to these two aspects. Not only does it discuss written and verbal means of communication, but also communication that requires the usage of digital networking tools, particularly intranet systems.

The audit takes a two-pronged approach, looking at whether or not a particular means of communication is present within the institution. It also attempts to provide a rationale for the presence or absence of the said means of communication. In addition to the above features of this audit report, credence is given to supportive literature relevant to the topic being studied. The approach shall be wide-sweeping, without particular emphasis on any two sub-institutional interactions, but rather how (and probably why) different groups interact with each other; and how the means of communication chosen is supported by the institution.

It nevertheless also looks at the degrees to which the means of communication are effective, and the shortcomings they might have experienced, whether anticipated or unprecedented. Internal Communication Systems at UniSA Through a sheer observational approach, an audit of the internal communication as done in UniSA was carried out. Literature review As regards papers written about internal communication processes, there are not appreciatively as many as would permit free maneuverability of choice.

The majority of literature stem from organizational psychology and organizational communication; from which one may take two perspectives regarding internal communication. Indeed, the integration of internal and external communication seems defeatist in that the messages intended for one group may not be relevant to the other, and may even be a sinister tool against the perpetuity of the organization (Vercic, Vercic, and Sriramesh, 2012). One the one hand, none of the four dimensions of communication mentioned by Welch and Jackson (2007) seems to include internal communication within a university setting.

Kalla (2005) also seems to have overlooked this setting while talking about four domains of communication. As such, the integration of a fifth domain or dimension appears to be pertinent to the future of communication research. Additionally, no better setting than that of a university gives weight to the need for a redefinition of internal communication. Apparently, communication within a university may be a conglomeration of domains/dimensions, which makes it difficult to attribute it to just one domain/dimension. Heterogeneity of Internal Communication at UNISA For an organization to be effective in its mission, a foolproof communication strategy/structure is imminent.

The university, being a heterogeneous entity, requires its communication structure to take into account the multicultural aspects it represents. Therefore, it is expected that the university shall also have heterogeneity of internal communication systems reflecting the envisaged multiculturalism. In addition, heterogeneity encompasses the presence of people with disabilities among the various stakeholders in the institution. It is opined that the UNISA caters to individuals from both sides of the divide, thereby sidelining none of them.

References

Cheney, G., & Christensen, L. T. (2001). Organizational identity: Linkages between internal and external communication. In F. M. Jablin, & L. L. Putnam (Eds.), The new handbook of organizational communication: Advances in theory, research, and methods (pp. 231–269). Thousand Oaks, CA: Sage.

Farnum, C. M., Baird, C., and Ball, K. (2011). Can I make a suggestion? Your library’s suggestion box as an assessment and marketing tool. Partnership: The Canadian Journal of Library and Information Practice and Research, 6(1).

Geimer, J, L., Leach, D. J., and DeSimone, J. A., Rogelberg, S. G., and Warr, P. B. (2015). Meetings at work. Journal of Business Research, 68(9)

Kalla, H. K. (2005). Integrated internal communications: A multidisciplinary perspective. Corporate Communication, 10, 302–314.

Lin, W., Zhang, X., Jung, J., and Kim, Y. (2015). From the wired to the wireless generation. Investigating teens’ internet use through the mobile phone. Telecommunications Policy, 37(8)

Nicholas, D. (2010). The behavior of the researcher of the future (the “Google generation”). Art Libraries Journal, 35(7)

Quinn, D., & Hargie, O. (2004). Internal communication audits A case study. Corporate Communication, 9(2), 146–158.

Robson, P., & Tourish, D. (2005). Managing internal communication: An organizational case study. Corporate Communications: An International Journal, 10(3), 213–222.

Vercic, A. T., Vercic, D., and Sriramesh, K. (2012). Internal communication: Definition, parameters, and the future. Public Relations Review, 38, 223 - 230

UniSA (2015). Web accessibility. Retrieved from www.unisa.edu.au/Footer-links1/Web-accessibility/

Welch, M., & Jackson, P. R. (2007). Rethinking internal communication: A stakeholder approach. Corporate Communications, 12, 177–198.

Bibliography

Christensen, C. M., Anthony, S. D., and Roth, E. A. (2004). Seeing What’s Next. Massachusetts: Harvard Business School Press.

This is a book in which three authors work at theorizing about future business trends based on the effects of information technology. They use innovation theory to help analysts make informed decisions regarding possible industrial changes brought about by innovation.

Grimshaw, J., and Mike, B. (2008). How Mature is Your Internal Communication Function? Strategic Communication Management, 12:3, 28-31. Grimshaw, J., and Mike, B. (2008). How Mature is Your Internal Communication Function? Strategic Communication Management, 12:3, 28-31.

According to these authors, strategic involvement is a necessary inclusion if internal communicators are to be of help to a business. The evaluation of how much such players should be involved seems to present a difficulty, which is the purpose of these authors to mediate.

Harmon, A. (2003). Instant Messaging leaves School for Office. New York Times

Hamon, a national correspondent of the New York Times, spells out the difficulties faced during the advent of instant messaging, laying emphasis on how instant messaging is utilized at the workplace.

Jacobs, H. (2006). Lessons Learned in Internal Communication. Credit Union Management, 29:5, 26

In this article, Jacobs discusses how internal communication can be utilized, drawing from the experiences of a Chief executive officer. It brings to light the changing aspects of workplace communication as engendered by technological advances.

Kitchen, P. F., and Daly, F. (2002). Internal Communication During Change Management. Corporate Communications: An International Journal, 7:1, 46-53.

In this article, change management is defined, and internal communication as well. Through the article, readers are made privy of other forms of communication apart from formal communication.

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