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Internal communication audits: A case study

Article  in  Corporate Communications An International Journal · June 2004


DOI: 10.1108/13563280410534348

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‘Internal Communication Audits: A Case Study’

INTERNAL COMMUNICATION AUDITS: A CASE STUDY

Dennis Quinn and Owen Hargie*

*address for correspondence


Professor Owen Hargie
School of Communication
Ulster University
Newtownabbey
Northern Ireland
BT37 0QB
E-mail: odw.hargie@ulster.ac.uk

Citation: Quinn, D. & Hargie, O. (2004) Internal Communication Audits:


A Case Study, Corporate Communications: An International Journal, 9,
146-158.

Corporate Communications: An International Journal, 2004, 9, 146-158


‘Internal Communication Audits: A Case Study’

ABOUT THE AUTHORS

Dr. Dennis Quinn recently left his position as Police Inspector, having served 31

years, in the Royal Ulster Constabulary. In the last year of his service in the police he

was the Information Officer for the Change Management Team, set up to oversee the

changes within the police service arising from the political settlement. This work was

informed by the research reported in this article. He is now the Information and

Training Officer for the Northern Ireland Federation of Housing Associations.

Owen Hargie is Professor of Communication at the University of Ulster, and Adjunct

Professor at the Norwegian University of Science and Technology. His special areas

of interest are in the measurement of organisational communication, and in the

analysis of managerial skills. He is a Chartered Member and Associate Fellow, of the

British Psychological Society, and an Executive Council member of the European

Communication Association. He has published 14 books, including Handbook of

Communication Audits for Organisations (Routledge) and Communication in

Management (Gower), and 120 book chapters and journal articles.

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‘Internal Communication Audits: A Case Study’

INTERNAL COMMUNICATION AUDITS: A CASE STUDY

Abstract

At midnight on the 4th April 2002 the Police Service for Northern Ireland (PSNI)

officially took over from the Royal Ulster Constabulary (RUC). This historic

symbolic change of name, along with the operational and administration changes that

went with it, arose from the Belfast Agreement, the subsequent Patten Commission

and a long period of consultation and persuasion. The new police service is therefore

an organisation that grew from transformation rather than from a new birth and is still

one of the largest police organisations within the UK. Like so many UK police

organisations the RUC had exhibited evidence that it recognised the need to address

the issue of internal communications but had not been involved in any in-depth

assessment of its internal communications nor did it have a written internal

communications strategy. The use of communication audits, as a means of initially

assessing communication practices and so providing guidance in relation to the

establishment of an effective communication strategy, had also been limited. By

applying a validated audit methodology this paper examines the position internal

communications had within the RUC. Using a triangulation approach, the research

encompassed structured interviews, the International Communication Audit

Questionnaire, and a critical incident approach. The results showed a general

dissatisfaction in respect of communication and specific dissatisfaction in relation to

particular areas of the organisation. The implications of the findings for the fledgling

PSNI and other police organisations are discussed in the context of the role of

communication strategies.

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‘Internal Communication Audits: A Case Study’

Introduction

As part of the changes emanating from the Belfast Agreement and the resulting Patten

Commission, the Royal Ulster Constabulary (RUC) police organisation changed its

structure, its community representation and its accountability, directing it towards

becoming more acceptable to the whole Northern Ireland community. The Patten

Commission established to review policing (Belfast Agreement, 1999) made 175

major recommendations that called for radical change including many which related

to cultural aspects of the organisation, e.g. representation, diversity, symbols and

uniform. These provided a template for change and while still being debated in the

complex political arena that is Northern Ireland (NI), the PSNI came about at

midnight on 4 April 2002. During the period leading up to that symbolic change the

organisation had still to maintain an effective, functional, operational policing service.

But what effects do such extraneous pressures have upon internal communications

within the organisation? This study attempted to address this latter issue.

The value of quality internal communication and its relationship to organisational

efficiency and effectiveness has been widely recognised.1 It has been argued that:

“Effective communication is a vital ingredient of attempts to increase participation,

secure the widespread ownership of corporate goals and implement such programmes

as Total Quality Management”.2

In addition, communication effectiveness is also perceived as central to management

and organisational theory.3 Police organisations have had definition and theory both

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‘Internal Communication Audits: A Case Study’

specific (e.g. Police Administrative Theory4) and general applied to them. It has been

argued that organisational theories dominating police organisations have been

selected on the basis that they had an emphasis on performance and as such have been

described as “untestable articles of faith”. 5

Quasi-military or paramilitary lines synonymous with hierarchical command

structures have also been associated with police organisations.6 Cultural gaps

reflecting this type of structure have been identified, e.g. the classification of “street

cops” (operational police officers) and “management cops” (police officers in a

managerial role).7 In UK studies the feelings of “them” and “us” reported by junior

officers in their relationship with senior officers has also been commented on8 with

the influence of communication in these gaps being noted:

“Not infrequently these problems are exacerbated by the mode of communication

found in many police departments which, relying on the traditional

supervisor/subordinate relationship, can easily distort and filter information passing

from one officer to the next”. 9

Lack of consultation and poor communications have been listed as elements of how

ineffective management affects stress within the police service10 while internal

communication and understanding have been rated as some of the major themes for

improving quality.11

In relation to criminal justice organisations it has been argued that: 12

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‘Internal Communication Audits: A Case Study’

 Formal and informal communication are essential and necessary for optimal

efficiency

 Communication constrained or restricted by a centralised hierarchical structure

creates inefficiency and leads to staff conflict and resentment

 Reciprocal communication at all levels of the organisation is essential for the

optimisation of goal achievement

 Open internal and external communications should be a stated organisational goal

 The exchange perspective should guide the influence of communication, power

and social norms

However, while the need for good communication has been identified the lack of

research or establishment of communication strategies in UK police organisations has

also been highlighted.13

While the RUC was structured on the lines of a civilian police based organisation it

has been unique in the UK in that it has had to operate against a backdrop of intense

terrorism, with its members being one of the main targets of the terrorist campaign.14

In addition, the RUC has been operating in the environment of a divided society15 in

which it has often had to ‘keep both sides apart’16. However, despite such constraints,

it has been argued that the organisation is as near to other UK police organisations as

other “police forces in ethnically divided societies, if not marginally closer”. 17

At the operational level, a disproportionate ratio in levels of command and on the high

ratio of officers that could be classed as management in comparison to junior officers

has been commented on.18 In addition, reference has been made to the need for:

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‘Internal Communication Audits: A Case Study’

“changes to internal communication to promote a culture of consultation, feedback

and development”.19 Despite this there has not been any attempt to intensively

measure communication within the RUC. This study was designed to contribute to the

paucity of empirical research in this field. It was anticipated that a comprehensive

examination of the communication practices and processes of the RUC would not

only facilitate the formulation of a coherent communication strategy, but would

contribute to the development and refinement of existing theoretical perspectives on

police organisations. The most widely known approach to the measurement of internal

communications is the communication audit.

Communication Audits

An audit provides a process for acquiring data for analysis20 and in terms of this study

the analysis relates to communication processes and practices within the RUC.

Functionally a communication audit can tell organisations:

 Who they should communicate with.

 Who they actually do communicate with.

 What they should be communicating.

 How they should communicate.

 How they actually do communicate.21

It can also assist managers by providing them with knowledge of what actually is

happening at the communication level, rather than what they thought, or were told

was happening.22 Within the National Health Service in the UK, communication

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‘Internal Communication Audits: A Case Study’

auditors have shown how it is possible to: “successfully incorporate both qualitative

and quantitative analysis to provide data to illuminate effectiveness”.23 If audits are

administered in a phased manner24 the analysis provides an accurate snapshot of

internal communications within an organisation at a particular point in time. The

information gleaned from an audit allows identification of problems25 such as:

 Lack of information

 Undue power of the grapevine

 Lack of timeliness of information

 Poor upwards communication

 Faulty channels of communication

 Lack of visibility of senior managers

 Unproductive meetings

Once problems have been identified, targeted solutions can then be developed and

benchmarks set for future assessment of improvement.

Given these advantages, the audit approach was adopted as the main technique for

charting the topography of communications within the RUC.

Methodology

Since the RUC had not previously been studied in any depth in terms of

organisational communication, it was decided to employ a triangulation methodology,

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‘Internal Communication Audits: A Case Study’

both to check for consistency of findings and to obtain maximum data from the study.

Thus, three well-established audit data collection tools26 were employed.

1. Face to face interviews. The interview has been referred to as “the most basic

Audit technology” 27 and is a widely used and well-established technique.28

The interview structure utilised in this study was an adaptation of the

Explanatory Interview Guide developed by Downs.29 Interviewee responses

were then content Analysed to establish recurring categories and themes.

2. Questionnaires. Hargie and Tourish’s adaptation30 of the International

Communication Audit Questionnaire31 was employed as the main survey

instrument.

3. Critical Incident Analysis. Respondents were asked to record details of a

communication incident, whether effective or ineffective, that for them best

represented communication within the organisation.

Sample

The most basic unit of management, the Sub-division (geographical area managed by

senior officer, usually Superintendent) was chosen as the main focus for this

investigation. The Sub-division was selected for two main reasons:

 It represents approximately 68% of all officers employed by the organisation.

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10
‘Internal Communication Audits: A Case Study’

 It is at this level that management impacts most on the organisation. Decisions

taken are put into practice through the Sub-divisions.

The selection of the actual sub-divisional sample used in this study was both

opportunist and judgmental. The first author in his role as an RUC officer was aware

that certain senior officers would co-operate with the study and allow access. Three

Sub-divisions were selected for inclusion in the study. Two of the sub-divisions were

situated in urban areas in Belfast and the third was selected from a rural area that was

responsible for three small towns and the surrounding countryside. A total of 131

respondents representing 22% of the total staff complement, completed the

Questionnaire. Forty-one officers, representing all ranks from Constable to Inspector

were interviewed using a structured interview format. Each interview lasted for

approximately one hour. All interviews were audio-recorded, transcribed and

subjected to content analysis.

Questionnaires were administered to all sub-divisional staff of Inspector, Sergeant,

Constable and Reserve Constable ranks. Each section, office and unit within the

subdivision was given a presentation by the researcher. This reinforced the covering

sheet on the Questionnaire and letter of introduction from the local superintendent.

This personalised the research experience. An envelope was provided for each officer

and they were asked to place the completed questionnaire into the envelope,

addressed to the researcher, and seal it. This reiterated the confidentiality and

anonymity guaranteed by both the personal presentation and written documentation

referred to.

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‘Internal Communication Audits: A Case Study’

Results

Interviews

A holistic content analysis of the transcribed interview responses provided six

categories in terms of how people felt about communication in the sub-division.

1. Communication with senior management. - While 83% perceived communication

with local senior management as positive, e.g. “If they wanted us to know

something they would tell us”. 22% felt there was a gap between staff and

management and more contact was needed, i.e. “the senior officers [need] to be a

bit more open with information”; “[It would be useful for them] just to come down

and say how things are going.”

2. Communication with middle management (Inspectors and Sergeants). – Thirty-

seven percent felt most communication came from this group and all

correspondents below these ranks reported a positive communication relationship

with their immediate supervisor. Informal channels were perceived as being the

most used means of conveying job performance. Four key positive themes

emerged in that immediate supervisors were felt by the following percentage of all

respondents to have:

Openness to new ideas – 93%

Willingness to share information – 100%

Ability to clarify expectations – 100%

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‘Internal Communication Audits: A Case Study’

Ability to co-ordinate the work of the unit – 97%

Given that only two of the respondents were Inspectors, therefore reporting on

the Superintendent or Chief Inspector, the majority of responses related to

Inspectors or Sergeants.

3. Communication and structure – In comparison to communication with the

previous two categories, which concerned actual people, this group related to

elements associated with organisational structure. The sub-division was perceived

by 51% as being an integral part of an overall top-down hierarchical

organisational structure emanating from headquarters, e.g. “The major things

would be decreed from Headquarters, I suppose everybody just has to toe the line,

whether they agree or not.” In contrast 22% believed command actually emanated

from the actual sub-division, i.e. “To me the chain of command starts with Sub-

division.” Bureaucracy was identified as indiscriminate, 60% referring to the

transmission of irrelevant material and over dependence on paper; the amount of

paperwork created by the system was seen as a weakness, bureaucracy as

impeding communication and the sub-division as cumbersome and overloaded

with paper, e.g.

“Officialdom and a lot of old stuff we don’t need to know about”; “The only

difficulty I would say would be the administration…there seems to be a lot of

minutes flying about”; “You get a lot of correspondence that could be dealt with

at administration level”.

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‘Internal Communication Audits: A Case Study’

4. Formal channels were perceived as administrative (59%) and briefings were

viewed as such a formal channel (39%). Formal channels were seen as being used

daily or regularly with written channels perceived as the main means of

transmitting information. There were several references to a desire or need for

more use of informal channels (64%) e.g. “That doesn’t mean they have to be

aloof your know they can still come down and chat ” and the use of these channels

in conjunction with formal channels (60%) i.e. “Both formal where written law is

concerned, informal if you have a problem or a query”. Sixty-six percent saw

personal interaction with people as a better strategy for achieving personal

objectives, e.g. “I would speak to the individual or individuals on a one to one

basis” and twenty-seven percent indicated the need for informality between

units/sections in respect of attaining good working relationships, i.e. “To me

there’s nothing beats going and talking to somebody”. Verbal interaction was

described by 95% as being a form of informal channelling, i.e. “Just from chatting

to the boys” . The strength of such channels was also reflected in the fact that

sixty-eight percent of respondents stated that conflict was best resolved

informally, e.g. “one to one” and “discussion”.

5. Communication with other Departments. Some 34% of respondents indicated a

problem in communications with CID, with some ten percent seeing ‘conflicts’ in

this relationship, e.g. “I think sometimes there is a bit of conflict with CID, the odd

time I think they drag their feet a wee bit at times”.

6. Communication and Performance. There was a strong emphasis on

communication as a facilitator to effectiveness. For example:

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‘Internal Communication Audits: A Case Study’

95% felt they had good communications with their supervisor, i.e. “ Very

receptive indeed”, and “First class”.

88% described communication climate within the Sub-division as good, e.g.

“I would say it’s fairly reasonable”, and “I think that in general it’s good”.

Despite this latter perspective 78% felt that there were no set criteria for effective

communications.

73% felt that communication directly affected their job performance, i.e. “It’s

essential”.

71% considered inter-unit/section communication as important, e.g. “very

good” and “fairly well”.

In contrast to this positive perspective the following negative factors were

recorded in respect of performance.

51% felt that poor communications had an effect on their job satisfaction, with

37% being frustrated owing to a lack of information, e.g. “Lack of it is very

frustrating when you’ve asked for something”.

44% believed that communications were poor as a result of organisational

factors, i.e. “paperwork, there’s an awful lot of paperwork” and “It’s more of

a policy thing”.

29% viewed communications as a major weakness within the organisation, “I

feel that our senior officers could be communicating more for us on the

ground or the young officer, that is being there when they are being briefed.”

7. Organisational Change. Not surprisingly, given the context, 95% considered the

organisation as changing, with 85% feeling external factors were the main cause

of change, i.e. “The change in the political climate here at the minute” and

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‘Internal Communication Audits: A Case Study’

“Nothing stays still, society changes, everything changes and if you stay still

you’re left behind”. Some 78% of respondents felt they should receive more

information, e.g. “Yes, it’s always nice to know what’s happening to about you”.

Sixty percent had heard rumours about what was likely to happen, i.e. “Canteen,

general office chat” with forty percent indicating they believed some aspects of

those rumours.

Questionnaires

The ICA Questionnaire applied as validated by Hargie and Tourish32 is an extensive

instrument, comprising a total of 91 items. It deals with the following areas of

communication:

1. Information received

2. Information sent

3. Timeliness of information

4. Working relationships

5. Organisational outcomes

6. Amount of information received

7. Information received on important issues

8. Information sent on important issues

In the Questionnaire, timeliness and Organisational outcomes are rated by

respondents in one column, which allows respondents to offer their perspective on

these areas at that moment in time. The other six areas are rated along two columns

allowing respondents to state what they feel is happening in respect of the areas at that

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‘Internal Communication Audits: A Case Study’

moment in time (actual) and what they feel should be happening (ideal). A 5-point

Likert rating scale was used for all sections and mean totals were derived for each

area. Differences were tested using the Wilcoxon signed rank test, and significant

shortfalls were found on all aspects, in that respondents wanted significantly more

information than they were currently receiving, with the exceptions of ‘the media’ and

‘the grapevine’. The results from each area are described below.

Information received.

The mean total scores for information received and information needed were 2.5 and

3.6 respectively. This indicated that respondents thought they were receiving between

“little” and “some”, but wanted a “great” amount of information. The greatest

shortfall related to:

1. How decisions that affect my job are dealt with

2. Self development opportunities

3. Major management decisions

4. Development and changes in policing

5. Things that go wrong in the organisation

The highest difference, between information received and that felt to be needed was

found in response to topics one and two above. It was also significant that in relation

to the goals of the organisation, respondents felt they were receiving too much

information (between “great” and “very great” amounts) and they needed less (lower

than “great”). While there was a strong perceived lack of communication in relation to

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‘Internal Communication Audits: A Case Study’

self development opportunities, there was less dissatisfaction about information

received on other topics relating to personal issues, namely promotion opportunities

and pay benefits and conditions, performance in my job and what is expected from me

in my job.

Information being sent

There was on overall view that more action should be taken on the information being

sent by respondents within the organisation. The most significant shortfall was in

relation to colleagues in CID. Respondents reported they felt slightly more than CID

currently took ‘little’ action on information they had sent to them, and they wished a

great deal more action to be taken. The nearest to the CID difference was in relation

to People in other departments who provide services for your Sub-division,

Colleagues in Sub-divisional operational units – OSU, Drug Liaison and Civil

administrators. Respondents felt that those who took most action on the information

they sent were immediate work colleagues, immediate supervisor and inspectors.

Information received through various channels

These results were the only ones that showed a statistically non-significant result, in

that respondents did not wish to receive any more information through the grapevine

and did not want to receive very much more via the media. Indeed respondents felt

they needed slightly less information through the former channel. The largest

difference score was in relation to audio-visual material. This corresponded to

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‘Internal Communication Audits: A Case Study’

receiving “little” information but needing to receive “great” amounts of information

through this channel.

Timeliness of receipt of information

Here the highest mean scores for information received from various sources were for

immediate supervisor, followed closely by middle management and then by co-

workers (immediate section/unit/department). Information from these sources was

seen as being received ‘mostly on time’. The lowest means recorded were for CID

and Top Management, for both of whom information was between ‘rarely’ and

‘sometimes’ on time.

Working Relationships

The sub-total scores for colleagues, supervisors and organisation were collated for

comparative purposes. The lowest sub-total mean difference score for supervisors

was 0.4 as compared to the sub-total scores for colleagues and management of 0.8 and

1 respectively. In addition the ‘actual’ score for current amount of trust was 3.8 for

supervisors as compared to 3.2 for colleagues and 2.8 for management. The highest

item difference score in this section related to I have a say in decisions that affect my

job, where the scores showed that respondents felt they had ‘little’ say but wanted a

‘great’ say.

Issues facing the organisation

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‘Internal Communication Audits: A Case Study’

The ICA allows for issues identified by the organisation to be put to the respondents.

The issues put forward by the organisation were agreed in consultation with the Sub-

divisional commanders who permitted access to their sub-divisions. The respondents’

views about information sent and received on these issues formed part of the

questionnaire. There was a strong desire for more information in relation to all issues,

the overall mean difference being 1.0. This meant respondents felt they received only

‘some’ information and wanted to receive a ‘great’ deal of information. In relation to

the sending of information, although the differences were not as marked as for

receiving, there was still a perceived shortfall. The overall total mean difference

reflected a desire to move from sending ‘little’ to sending ‘some’ information. In

relation to the identified key issues, the main problem areas were identified as morale

within Sub-division and Chief Constable’s Review of RUC Organisation, for both

information received and sent.

Satisfaction with working in organisation

The highest perceived levels of satisfaction experienced with working in the

organisation was related to my pay (reflecting a level of satisfaction approaching

‘great’) closely followed by the general statement my job. The lowest level of

satisfaction expressed, was in relation to: my organisation’s system for recognising

and rewarding outstanding performance, my Sub-division compared to others, my

chances of getting ahead in my organisation and my opportunity to “make a

difference”.

Suggestions

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‘Internal Communication Audits: A Case Study’

A final open question in the questionnaire requested suggestions from respondents as

to how communications could be improved. Forty-eight respondents (37%) completed

this part, thirty-seven providing more than one suggestion. A total of 105 suggestions

were supplied and these were content analysed to identify recurring themes. The

following themes emerged.

 More contact with Management – “Direct conversation from superiors tends to

get better results”, “For upper management to make themselves more available to

listen and explain decisions affecting them and not shut themselves away”.

 Greater information – “Increased flow of information from those in a position to

obtain it”. “A more readily available system to access Force Orders, Codes and

information” and “Force orders should be readily available to all officers and not

locked away”. One officer felt that there was a self-onus on obtaining

information, “Take time to obtain facts etc. and all reliable information before

jumping in with two feet”.

 More Informal Structure – “Face to face communications”; “Better to speak to

people rather than leave messages or notes”.

 More Briefings/Meetings – “Information and creativity requires to be tapped at

ground level. This could be achieved at meetings via ‘quality circles’. It should

be discussed at briefings at least”; “Sections and units should have meetings

where problems are talked out and passed up to management for directions”.

 Greater Openness in the Organisation – “A more open approach in nearly all

areas”; “The ‘how’ and ‘why’ decisions have been taken”

 Higher Levels of Involvement – “More consultation in the decision making

process, involving those who will be affected by any decision made”.

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‘Internal Communication Audits: A Case Study’

 Less Bureaucracy – “Sub-divisional staff are constantly bumping out expedites for

files which have been sent for further time. I believe the computer bumps them out

and Sub-divisional admin. sign them. Perhaps they could hold expedites for a

couple of days”.

Critical Incident Analysis

As part of the survey, respondents were asked to provide one incident, or example, of

communication that for them best reflected communications within the RUC. A total

of 32% of the respondents completed this part of the survey. Almost two-thirds of

respondents (64%) provided a negative example, with 36% highlighting a negative

one. The majority of these related to personal advice either given or received. Only

three concerned an actual task in respect of their role. The ineffective experiences

related more to management and other departments in comparison to the effective

experience, which were mainly to do with communications with colleagues and

immediate supervisors. In terms of the type of communication encountered, nine

negative examples mentioned the way in which they were communicated with by

some form of management. Seven alluded to the lack of action taken in respect of the

information passed by them to others, e.g.

 CID was requested to attend after sufficient information given to them but they

failed to react.

 Colleague wouldn’t act on advice given in relation to procedure.

 Outside agency wouldn’t listen to advice given from member who knew the area.

Five referred to the quality of information provided to them, e.g.

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‘Internal Communication Audits: A Case Study’

 Decisions at meetings were not transmitted to people who could be affected.

 Insufficient details passed which caused embarrassment to member.

 Briefings provide too much irrelevant information.

The majority of ineffective experiences (43%) related to those in management roles,

while only 17% indicated effective encounters with management. This would tend to

suggest that there is a problem with downwards communication between management

and staff.

Discussion

The results as outlined reflected commonality across all three sub-divisions studied, in

terms of communication climate and problems identified. The main finding from this

audit was that of members involved at the point of service delivery having a strong

desire for more information. In addition there was a clear need for more openness,

directness and contact with the organisation particularly with senior management.

These results also mirrored previous findings from research in other police

organisations, i.e. gaps between management and the “officer on the street”, the CID

and Uniform personnel33. Communication strategies that incorporate continuous

evaluation could provide a solution to these gaps.

Despite the overall result reflecting general dissatisfaction with communications there

were some positive aspects revealed. Due to the formal and informal channels created

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‘Internal Communication Audits: A Case Study’

by the structural aspects of the organisation, a positive view of communications

within sub-divisions at section or unit level was identified. Inspectors and Sergeants

acted as gatekeepers for both top-down and bottom-up communication. This position

seems to have enhanced a perception of good communication. Previous research has

underlined the need to examine the nature and function of the Inspectors role within

police organisations and possibly improve communication by means of coherent

strategies related to this level of the managerial hierarchy.34

The fact that police organisations have not been good at moving away from the

pyramid type structure and “management by edict”35 reflects the problems facing

police organisations who want to change to a more open style of management. The

effectiveness of any policing service is dependent on its operational staff at the point

of delivery with the public. This is in essence the human face of the organisation, and

so it should be at this level that effectiveness of communications is best measured. It

has been suggested that more analytical research is needed in respect of the dynamics

of communication within the workplace, with particular emphasis on the necessity to

provide for the diversity that is present, and cater for this in communication

strategies.36 This study attempted to recognise that need. An examination of

communications within the organisation has produced data that allow key problems to

be identified. This then establishes base lines for the creation of strategies, which then

permits improvements. However, such strategies require monitoring to ensure their

effective application. A similar methodology to that used in this paper to establish the

base lines can also be used to monitor strategies.

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‘Internal Communication Audits: A Case Study’

This research represents one of the most extensive and comprehensive studies of

communications within a major police organisation. While it has been restricted to the

sub-divisional level and it could be argued that it would be difficult to extrapolate the

results to the broader organisation there are factors which impinge on that argument.

They relate to the fact the organisation consists of a mainly homogenous group, 68%

of those employed are at the sub-divisional level and it is the point of service delivery

where it is measured most. What this study has done is to provide the organisation

with valuable and valid data relating to its effectiveness. To date no communication

strategy has been established within the organisation and this is a matter that needs to

be rectified. The changes the organisation will undergo as it transmogrifies into the

new Northern Ireland Police Service will require even more research to measure and

evaluate the effectiveness of the organisation.

There are special features that distinguish the RUC from other public or private sector

organisations undergoing change. During the period of ‘the Troubles’ 303 officers

have lost their lives and 10,686 maimed and seriously injured in terrorist actions.

Tombstones, stained glass windows in churches and memorials of all kinds honour

these officers and the RUC name is centrally positioned on most of these. There is

therefore a strong attachment to what is in communication terms the organisational

‘brand name’ that has now disappeared. The impact of this upon serving officers is an

unknown, and something about which further research is required. The role of

communication audits could be central to the monitoring of the transition from RUC

to the Police Service of Northern Ireland. This present study provides a benchmark for

any future research.

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Corporate Communications: An International Journal, 2004, 9, 146-158

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