ACHIEVING ORGANIZATIONAL OBJECTIVES THROUGH EFFECTIVE COMMUNICATION

(A Case study of Bank PHB PLC, Kaduna)

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ABSTRACT

Effective communication in any organization, regardless of its type and size remains critical to the achievement of organizational objectives.  This is more so, when any break communication will result in chaos, misunderstanding and conflict.  Bank PHB, PLC lays great emphasis on both oral and written communication for the successful accomplishment of its goals and objectives.

 

The objectives of this study therefore are; to find out different methods and channels of communication and how these can best be used in achieving organizational goals.  It was to also find out the barriers and problems of communication and how they can be solved.  Consequent upon which, some recommendations were to be made on how organizations can improve their system of communication for optimum performance and higher productivity.  The study adopted the descriptive method through structured means.  The data collected for this study were qualitative. Therefore, the research relied on descriptive analysis.

 

A summary of the findings indicate that effective communication is an important factor for any organization that wants to achieve its objectives.  While it was also discovered that ineffective communication could lead to difficulties such as breakdown in communication, low morale, industrial conflict and low productivity.

 

The study proffers strategies to overcome the identified problems and also improve on the existing means of communication.

 

CHAPTER ONE

1.0    Introduction———————————————————–

1.1    History and background of the study———————————-

1.2    Statement of the problem——————————————

1.3    Objective of the study———————————————-

1.4    Research hypotheses————————————————

1.5    Significance of the study—————————————–

1.6    Scope and limitations of the study———–

 

 

 

 

CHAPTER TWO

2.0    Literature review

2.1    An overview of the objectives of communication——————

2.2    Organizational communication—————————————-

2.3.1 The structure of organizations—————————————-

2.3.2 Organizational chat showing the product structure—————-

2.3.3 Matrix structure———————————————————

2.4    Organizational objectives———————————————-

2.4.1 Profitability objective—————————————————

2.4.2 Employee oriented objective——————————————

2.4.3 Efficiency and Innovation objectives———————————

2.5    Communication flow in organizations——————————–

2.5.1 Communication process————————————————

2.5.2 Communication means/medium in PHB——————————

2.5.3 Direction of flow———————————————————

2.6    Communication Network————————————————

2.7    Communication Barriers————————————————-

2.8    Conquering the communication Barriers in organizations———-

 

 

CHAPTER THREE

 

3.0    Research Methodology

3.1    Introduction———————————————————–

3.2    Research Design——————————————————-

3.3    Population of the study———————————————–

3.4    Sample size and sample Techniques——————————–

3.5    Instrumentation——————————————————–

3.6    Administration of the instrument————————————

3.7    Procedure for statistical Analysis————————————

 

CHAPTER FOUR

4.0    Introduction ———————————————————-

4.1    Presentation and Analysis of Data———————————-

4.2    Test of Hypotheses—————————————————-

CHAPTER ONE

INTRODUCTION

1. INTRODUCTION

Communication is the glue that holds organisations together.  Communication assists organizational members to accomplish both individual and organizational goals, implement and respond to organizational changes, coordinate organizational activities, and engage in virtually all organizationally relevant behaviours.  Yet, as important as this process is, breakdowns in communication are pervasive.  The anonymous with who said  “I know you believe you understand what you think I said but I am not sure you realize that what you heard is not what I meant” was being more than humorous; she or he was  describing what every one of us has experienced: a failure to communicate.

 

To the extent that organizational communications are less effective than they might be, organizations will therefore be less effective than they should be.  For example in many companies, new employee orientation programs represent the first important opportunity to begin the process of effective communication with an employee.  At Marriot International, the worldwide hotel and resort chain, 40 percent of new employees who leave the organization do so during the first three months on the job.  At least that had been true historically.  Recently, the rate of departures has been significantly reduced because Marriot has embarked on a concerted effort to improve the content and manner in which it communicates with new employees during orientation.  In addition to formally providing more information, each new employee is assigned a “buddy” who serves as a vital communication link to which the newcomer has unrestricted access. Marriot helps ensure that its frontline service personnel communicates effectively with their guests by ensuring that Marriot Communicates effectively with its employees starting from their very first day on the job.

It would be extremely difficult to find as aspect of a manager’s job that does not involve communication serious problems arise when directives are misunderstood, when casual kidding in a work group leads to anger, or when informal remarks by a top-level manager are distorted.  Each of these situations is a result of a break down somewhere in the process of communication.

Accordingly, the pertinent question is not whether managers engage in communication inherent to functioning of an organization.  Rather, the pertinent question is whether managers will communicate well or poorly.  In other words, communication itself is unavoidable.  Every manager must be a communicator.  In fact, everything manager communicates something in some way to somebody or some group  the only question is “with what effect?” This point will become apparent as you proceed through the chapter.  Tremendous advances in communications and information technology among the people in organizations leaves much to be desired.  Communication among people does not depend on technology but rather on forces in people and their surroundings.  It is a process that occurs within people. Below is a simple input-out diagram showing the process of communication flow and evaluation.

 

Communication also serves as an instrument of social interaction. It help us to understand people, to understand them and predict their responses to situations.  It is a means by which power is acquired, exercised and sustained; it is the medium through which relationships are established, attained and