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Introduction
Communication audit is a phrase that not many people have heard of unless they have
participated in one. Communication audit is very similar to a financial audit. Instead of an
auditor examining all of a person’s finances, they evaluate all parts of a company’s
communication. An auditor studies the communication of an organization and decides what
techniques are effective and which ones need work. An organization usually seeks an audit when
things are not going smoothly or work is not getting done. There are several types of
communication audits that organizations can choose to use. The International Communication
Association developed an audit that is very well-known. The ICA audit consists of five important
parts. Organizations can utilize one or all of the tools in their audit.
First Technique—Questionnaire
Second Technique—Interview
The second technique is an interview procedure. The auditors will interview a percentage of the
employees for two reasons. “The first [is] to obtain corroboration of the data gleaned from the
survey. The second objective [is] to encourage employees to elaborate” (Zaremba 354). This
means the interviewers need to make sure that the survey results and the answers from the
interview are similar. They also expect to receive details about the way employees answered the
questionnaire.
The fourth technique is network analysis. This tool is important for determining who is an
isolate, a liaison, or a bridge. In network analysis an auditor tries to figure out where the
employees are getting the majority of their information. Since all organizations consist of formal
and informal networks, they both need to be effective ways of communicating. Many people in
an organization will hear important news through the “grapevine” which can become distorted as
it is passed along (Zaremba 138). In the formal channels the chain of command must be
organized properly in order to be effective.
Personal Experience
Questions to Ask
Conclusion
As a communication analyst I would suggest that the leaders of the church work on their
communication skills and have better organization. The church needs to have a chain of
command that is set in stone. It needs, obviously, to begin with the pastor. If there is an issue
with the children’s ministry the pastor needs to tell the youth director and then he can tell the
other youth workers. The same thing needs to happen with meetings concerning the ladies. The
pastor should talk to his wife and then she should relay the message to the rest of the ladies in a
formal manner instead of through the grapevine. This would help to clarify messages and help
things move along smoothly. Anytime a member has a problem, they should tell the pastor then
he should tell the person over that particular area of the church. That person would then be in
charge of telling the people under him. This would make things much more organized.
Upper management or in this case the pastor and other leaders in the church would most likely
be open to these suggestions. Zaremba states that, “Reporting results to clients can be a sensitive
and difficult matter” (359). However, people in the church know that there are problems with
communication and are willing to change. Organized communication is the only way any
organization can operate. An ICA communication audit would greatly benefit my church
organization. An audit would show the church what changes need to be made and what is already
working well.
Works Cited
Zaremba, Alan Jay. Organizational Communication. 2nd ed. Mason, OH: Thomson Southwestern,
2006.