1. Assessing Organizational Communication Quality
Chapter Thirteen
Assessing Organizational Communication Quality

2. Chapter Objectives Define the term communication audit.
List what an audit must test in order for it to be valid.
Describe the strengths and weaknesses of various audits.
Describe the components of the ICA audit.
Identify responsibilities and challenges related to reporting audit results.
Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

3. Communication Audits
A communication audit is an examination of the quality of communication within an organization.
Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

4. Values of using Communication Audits
Gordon identifies several values of conducting audits. They. . .
Portray the overall nature of communication in a particular organization.
Describe the value and relevance of specific communication tools.
Assess whether employees have received key messages.
Help organizations develop a strategic plan for overall communication quality.
Develop an ongoing process for measuring effectiveness of communication in an organization.
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5. Audit Qualities and Components
Any test should be both valid and reliable.
A valid test is one that tests what it is designed to test.
Communication is more than a set of basic skills, it is multidimensional.
Therefore, a valid test of organizational communication must also be multidimensional.
A reliable test is one that can be replicated.
This means that if the test was repeated, the results of the test would be the same.
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6. The Relationship Between Reliability and Validity
Reliability does not determine validity.
A test can have consistent results, but could be testing something unrelated to the concept needed to be tested.
Although reliability does not determine validity, it is a precondition for validity.
If a test cannot be replicated, it cannot be accurately testing what it is designed to test.
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7. Audit Components Two questions should guide all audits.
What are those dimensions that need to be tested?
What does each dimension entail?
Dean suggests that an audit must examine
Organizational networks
The communication climate
Individual skill sets
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8. Audit Components: Information Management
Tests if information is getting to employees and if the vehicles used to transmit information are effective.
Are job tasks, policies, and assessments of performance being communicated?
Are these messages timely?
Are they considered credible and pertinent?
Are messages communicated clearly and accurately?
Does the organization use appropriate methods for communicating information?
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9. Audit Components: Communication Networks
Regarding Upward Networks
Are the channels that link subordinates to superiors credible?
Can subordinates comfortably communicate problems, suggestions, and feedback about messages sent downward?
Is there a mechanism for providing feedback to upwardly sent messages?
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10. Audit Components: Communication Networks
(continued)
Regarding Downward Networks
Are there channels that allow management to communicate to subordinates?
Do serial transmissions create serial distortions or untimely communications?
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11. Audit Components: Communication Networks
(continued)
Regarding Horizontal Networks
Do networks exist that allow interaction between interrelated departments?
Are there “redundancies” ensuring interdepartmental “penetration”?
Does interdepartmental communication reflect cooperation?
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12. Audit Components: Communication Networks
(continued)
Regarding External Networks
Are there navigable channels that permit prospective clients, or current clients, an opportunity to communicate with the organization.
Are there channels that allow organizational representatives easy access to clients and potential clients?
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13. Audit Components: Communication Networks
(continued)
Regarding Formal Network Systems
To what extent does information travel through the grapevine?
Is the informal network overwhelming the formal network?
Who are the isolates, bridges, and liaisons within the organization?
How would employees describe the grapevine in the organization?
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14. Audit Components: Communication Climate
Tests if the climate is conducive to quality communication.
Is the climate supportive or defensive?
Do employees consider the organization’s communications credible?
Do employees regard the organization as open or “transparent” in their willingness to share information?
Do communications reflect a credible desire to emphasize excellence?
Are employees encouraged to participate and voice their opinions?
Do employees feel supported by management?
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15. Audit Components: Communication Skill Sets
Tests employees basic competencies to communicate.
Predisposition to communicate.
Knowledge of communication principles.
Public speaking capabilities.
Interviewing skills.
Listening skills.
Conversational performance.
Communication in small groups.
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16. Methods for Conducting Audits
Focus Groups
a set of people who convene to discuss a particular issue.
Communication Logs
a diary that asks participants to document communication-related activities.
Observation
Also called shadowing, involves following certain participants around, observing and recording information regarding communication activities.
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17. Methods for Conducting Audits
Executive one-on-one interviews
As opposed to focus groups, an interviewer meets with executives one-on-one
Surveys/Questionnaires
A questionnaire offers many advantages
Anonymity
Quantitative analysis
Easy demographic comparisons
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18. Methods for Conducting Audits
Communication Experience or Critical Incident Interviews.
Only two questions.
one asks participants to discuss an excellent communication experience.
The other asks participates to discuss a poor communication experience.
Publication Content Analysis
A quantitative procedure used to examine the content of internal and external organizational publications.
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19. Methods for Conducting Audits
ECCO analysis
Stands for Episodic Communication Channels in Organizations (ECCO)
Developed to see how information flows through organizations.
Has participants answer a questionnaire about their knowledge of certain events in their organization.
Follow up questions target the sources of information to gain more insight of networks.
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20. Methods for Conducting Audits
(continued)
Skill Testing
These activities are geared to test participant’s communication skills.
In different contexts.
With different
technologies.
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21. The ICA Audit
Developed in the 1970’s by the International Communication Association to be used as a standardized tool to assess organizational communication.
It has been in the public domain since 1979.
It is typically modified by people towards their specific organizational auditing needs.
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22. Five Elements of the ICA Audit
The questionnaire.
Originally 122 questions including demographic questions.
People answered the audit anonymously (Important).
People were given a “short report” of the findings once the audit was completed and analyzed.
Questions focused on several communication areas including networks, information management, climate, and perception of skill sets.
Organizational Communication: Foundations for Business and Management, 2e Thomson, 2006 ©

23. Five Elements of the ICA Audit
(continued)
Sample Format of the ICA Communication Audit Survey
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24. Five Elements of the ICA Audit
(continued)
2. Interview Procedure
Two objectives of interviewing employees.
Obtain corroboration for quantitative analysis.
To encourage respondents to elaborate to obtain more in-depth information.
Communication Experience
This is the same as a Critical Incident Report described on page 356 and slide #18.
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25. Five Elements of the ICA Audit
(continued)
Network Analysis
Involved a brief questionnaire to uncover who interacts with whom and to assess who is an isolate, bridge, or liaison.
Communication Diary
Similar to the communication log, except that ICA provided a form and a brief training session for participants.
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26. Reporting Results The written report should include:
A detailed explanation of the findings.
A set of specific recommendations that could be implemented by the client.
A schedule for implementation and follow-up assessment.
An oral presentation may also be included
If not, then questions should be invited by researchers.
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27. Reporting Results An oral presentation may also be included.
(continued)
An oral presentation may also be included.
If not, then questions should be invited by researchers.
It requires skill and diplomacy to communicate undesirable information
Administrators aren’t always accepting of information.
The information may be different than their expectations.
They themselves may be a source of some communication issues.
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