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INTERNAL COMMUNICATION OF MUTUAL TRUST BANK LIMITED
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INTERNAL COMMUNICATION OF MUTUAL TRUST BANK LIMITED
By
Mahody Hasan Sami
ID: 0810264
An Internship Report Presented in Partial Fulfillment
of The Requirement for The Degree
Bachelor of Business Administration
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To
Mr. Monzoor Morshed
Lecturer, Human Resource Management,
Independent University, Bangladesh
Sub: Submission of the Internship Report.
Dear Sir,
It is an enormous pleasure to submit my report INTERNAL COMMUNICATION OFMUTUAL TRUST BANK LIMITED which was assigned by you as a requirement of the
Internship Program - a prerequisite for the completion of the BBA program.
I would like to convey my gratitude to you and thank you for giving me the opportunity to work
on this topic under your thoughtful coordination. Utmost care and concentration has been given
in preparation of this paper. I have tried my best to present information that is valid and reliable
so that the findings are as accurate as possible. Due to various constrains, there may be some
mistakes for which I beg your kind consideration.
Finally, I shall be glad to answer your any kind of query related to this report, if necessary.
Sincerely yours,
_________________
Mahody Hasan Sami
ID # 0810264
November 21, 2012
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Acknowledgement
First, I would like to thank AlmightyALLAH who gives me the sense to understand what I am
doing and for making me successful to prepare this report.
I would like to take this opportunity to express my gratitude to my internship supervisor,
Monzoor Morshed, Lecturer, Human Resource Management and Independent University
Bangladesh for his continuous inspiration, supervision and patience. Without his guidance and
support it would not have been possible to come this far.
I would like to express my deepest gratitude to Mr.Abdul Mannan, Executive Vice President
(EVP) & Branch Manager of Mutual Trust Bank Ltd for giving me the opportunity to complete
my internship in such a reputed organization. I also want to thank, Fazlul Haq, Assistant Vice
President (AVP), for her intimate guidance & encouragement that helped me a lot to accomplish
the project.
I also want to remember Masbah Uddin Chowdhury Senior Assistant Vice President (SAVP),
Kaiser Walaullah First Assistant Vice President (FAVP), Md Shamim Kabir Junior Assistant
Vice President (JAVP), Md Rokonuzzaman Khan Senior Officer (SO), Nasreen Akhtar Senior
Officer (SO), Md Miftahul Hossain Junior Officer (JO) and Md Mahfuzul Haque Junior
Assistant Vice President (JAVP) whose support inspired me from beginning to end of my period
in Mutual Trust Bank Ltd.
I would also like to thank all of my colleagues of Mutual Trust Bank Ltd. (MTBL), Panthopoth
Branch for sharing their experience and knowledge with me. My sincerest thanks go to the all
others who were involved and helped directly and indirectly in preparing this report.
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Table of Contents
Contents Page
Executive Summery 6
Methodology 7
Company Profile 9
Introduction
Internal Communication 11
Problem Statement 11
Purpose of the Study 11
Literature Review
Internal Communication 12
Intranet 12
Meeting 13
Face to face Communication 14
Intercom 14
Conceptual Framework 14
Research Questions 15
Hypotheses 15
Analysis 16
Findings 25
Recommendations 26
Conclusion 27
Reference 28
Appendix 31
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Executive Summery
Mutual Trust Bank Limited (MTBL) is one of the leading commercial banks which has
ingenuous objective of bringing about qualitative changes. It has achieved immense success in
all areas of ultimate objective in improving the socio-economic development of the country. The
study covering the topic Internal Communication of Mutual Trust Bank Ltd attempts to
evaluate the overall condition of internal communication of the bank as the partial fulfillment of
internship course of BBA program in Independent University Bangladesh. It focuses on the
necessity, variables and gap in the communication process in the internal context of its
Panthapath Branch. The report aiming at finding differences in employees attitudes towards
making and maintaining efficient internal communication. Four basic tools for internal
communication of MTB- intranet, meeting, face to face communication The report also
recommends to the gap in this context. It also shows the analytical sense developed by analyzing
the output processed on the survey in that branch.
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Methodology:
Research Design :
The research is a descriptive research. The research question and hypothesis clearly supports my
research design.The conceptual framework of the proposed study depicts the research variables and relationship
between themselves. In this study, I needed to investigate the relationship of intranet, meeting, face
to face communication and intercom with internal communication in context of Mutual Trust Bank
LTD. According to Cooper and Schindler (2003), research that studies the relationship between two
or more variables is also referred to as a co-relational study. Therefore, a co-relational research
design has been selected in order to find out the appropriate answers to the research questions and to
test the hypotheses. The model of my conceptual framework also suggests this type of design. Here
intranet, meeting, face to face communication, and intercom are considered as independent variables
and internal communication is considered as a dependent variable.
Research Approach:
To investigate research questions, I gathered information from Panthapath branch of Mutual Trust
Bank Ltd. With a view to getting easy response and meeting easy understanding of respondents the
questionnaire was designed only asking for the degree of agreement among the hypothesis related
sense about independent variables and there was no question for describing respondents own ans.
Sampling Method:
The sampling frame for the study was collected from the supervisor. Only Panthapath brach was
selected from the sampling frame for the purpose of the study because of time and financial
constraint. A random sampling method was used as a probability sampling technique.
Survey Instrument:To collect data from primary sources, a set of structured questionnaire was used because it is the best
instrument for the survey in this case. Surveying many people with personal interviews or
observations would be impossible. With questionnaires, no responses of the respondents can be
missed out. It gives more time to the respondents to think and then give the answers. A sample of the
questionnaire has been attached in the appendix. Internal Communication was measured using four
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(Section I, Question 1-4) questions and on five-point Likers scale. Use of Intranet was measured
using three (Section II, Question 1-4) questions and on five-point Likers scale. Face to face
communication was measured using 3 (Section III, Question 1-3) questions and on five-point Likers
scale. Role of meeting in communication was measured using 3 (Section IV, Question 1-3) questions
and on five-point Likers scale. Role of intercom in internal communication of MTB was measured
using 3 (Section IV, Question 1-3) questions and on five-point Lakers scale.
Data Collection:
This present study is unique one in context of Mutual Trust Bank Ltd. As a result, secondary sources
of data were used less for the present study. Therefore, it required primary data to examine the
research problem and to verify hypothesis. To collect data from the primary sources, I used
questionnaire method. This method is commonly used in HR survey to collect data from primary
sources. Frequent reasons are accounted for the choice of this research method. Firstly, it allows
large amounts of information to be obtained at relatively low cost and secondly more accurate
responses are obtained because respondents bias is avoided.
Data Analysis:
After data collection, degree of agreement of variables was counted or was checked whether they
even exist or not. Then Microsoft excels and Microsoft Power Point were used as statistical data
analysis tools to process the data and to show the result in pie chart.
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Company Profile
The Company was incorporated on September 29, 1999 under the Companies Act 1994 as a
public company limited by shares for carrying out all kinds of banking activities with Authorized
Capital of Tk. 38,00,000,000 divided into 38,000,000 ordinary shares of Tk.100 each.
The Company was also issued Certificate for Commencement of Business on the same day and
was granted license on October 05, 1999 by Bangladesh Bank under the Banking Companies Act
1991 and started its banking operation on October 24, 1999. As envisaged in the Memorandum
of Association and as licensed by Bangladesh Bank under the provisions of the Banking
Companies Act 1991, the Company started its banking operation and entitled to carry out the
following types of banking business:
(i) All types of commercial banking activities including Money Market operations.
(ii) Investment in Merchant Banking activities.
(iii) Investment in Company activities.
(iv) Financiers, Promoters, Capitalists etc.
(v) Financial Intermediary Services.
(vii) Any related Financial Services.
The Company (Bank) operates through its Head Office at Dhaka and 77 branches. The
Company/ Bank carry out international business through a Global Network of Foreign
Correspondent Banks.
Mission
We aspire to be the most admired financial institution in the country, recognized as a dynamic,
innovative and client focused company, which offers an array of products and services in the
search for excellence and to create an impressive economic value.
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Vision
Mutual Trust Bank's vision is based on a philosophy known as MTB3V. We envision MTB to
be:
1.One of the Best Performing Banks in Bangladesh
2.The Bank of Choice
3.A Truly World-class Bank
The Company was incorporated on September 29, 1999 under the Companies Act 1994 as a
public company limited by shares for carrying out all kinds of banking activities with Authorized
Capital of BDT 200 million divided into 2,000,000 ordinary shares of BDT 100 each. At present,
Authorized Capital of the company is BDT 10,000,000,000 (BDT 10 Billion) divided into1,000,000,000 (One billion) ordinary shares of BDT 10 each.
Company Registration No:
C38707 (665)/99 on September 29, 1999
Bangladesh Bank Permission No:
BRPD (P) 744(78)/99-3081 on October 5, 1999
Registered Office:
MTB Centre
26 Gulshan Avenue, Gulshan 1
Dhaka 1212, Bangladesh.
SWIFT Code: MTBL BD DH
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Introduction
Internal Communication
Communication is an integral part of the Banks overall processes. The main goal of the Banks
internal communication is to support the organization in achieving the overall goals described in
the Banks mandate, mission and strategy. Furthermore, the internal communication shall
strengthen the organizational culture and feeling of commitment among the staff. Mutual
information sharing is an important principle to ensure efficient internal communication. Key
policy messages are discussed in the decision-making bodies of the Bank. When items are
discussed in the decision-making bodies there should be a short suggestion on how they will be
communicated both externally and internally. Research on internal communication is cross
disciplinary, and the number of available definitions reflects this fact. Internal communication
can be termed internal organizational communication, employee relations (Quirke, 2000),
management communication, internal media, cross-departmental communication (Greenbaum,
Clampitt, & Willihnganz, 1988), business or corporate communication (Kitchen, 1997), strategic
communication (Argenti, 2007) or integrated internal communications (Kalla, 2005).
Du Plessis and Boshoff (2008, p.3) defined communication as the use of a medium to convey a
message between individuals or groups and it is a means of relating to each other.
Problem Statement:
The main focus of this study is on the internal communication taking place by various
communication channels within the Panthapath branch of Mutual Trust bank across all
departments. Internal communication is influenced with the communication method or medium.
To understand internal communication this study is to investigate the relation between intranet,
intercom, face to face conversation and meeting with internal communication in context of
Mutual Trust Bank.
Purpose of Study:
The purpose of this study is to understand the relation between intranet, intercom, face to face
conversation and meeting with internal communication in context of Mutual Trust Bank.
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LITERATURE REVIEW
The main focus of this thesis is on the internal communication taking place within the
Panthapath branch of Mutual Trust bank across all levels. Additionally, of interest are the
channels utilized and the means by which this branch measures their internal communication.
This chapter presents a review of the literature in accordance with four themes; the role and
function of internal communication, its management, channels and previous research on internal
communication in banks. This will then provide the foundation for the discussion and analysis of
the research findings in later chapters.
An organization's adaptability to external changes relies on efficient communication internally
that exists within a company, between and among employees
Internal Communication
Internal communication is the glue that binds together an organizations employees with its
values and objectives.
In its simplest form internal communication is the exchange of information and ideas within an
organization (Bovee & Thill, 2000, p.7) or the formal and informal communication taking
place internally at all levels of an organization (Kalla, 2005, p.304). Welch and Jackson (2007)
view internal communication from a stakeholder approach and define it as the strategic
management of interactions and relationships between stakeholders at all levels within
organizations (p. 183).
Today, the function of internal communication includes the transmission of organizational goals,
activities, new developments, achievements and personal contributions as well as strategic
visionary messages (Welch & Jackson, 2007). Welch and Jackson (2007) suggest the function of
internal communications has four dimensions: (1) internal line management, (2) internal team
peer communication, (3) internal project peer communication and (4) internal corporate
communication (as noted in table 1).
Intranet: Intranets can help users to locate and view information faster and use applications
relevant to their roles and responsibilities. Intranets allow organizations to distribute information
to employees on an as-needed basis; Employees may link to relevant information at their
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convenience, rather than being distracted indiscriminately by electronic mail. Intranets are also
being used as a platform for developing and deploying applications to support business
operations and decisions across the internetworked enterprise. Information is easily accessible by
all authorized users, which enables teamwork. Every user has the ability to view the same
information within the Intranet.
The intranet is the most important channel for MTBs internal communication. MTB staff can
easily find the information they need to perform their daily work. Internal news is updated in a
timely manner.
Communications has the overall editorial responsibility for MTBs intranet s ite in cooperation
with HR.
Meeting: One dictionary defines a meeting as an act or process of coming together as an
assembly for a common purpose. A meeting is a gathering of two or more people that has been
convened for the purpose of achieving a common goal through verbal interaction, such as
sharing information or reaching agreement. Common types of meeting include:
Ad-hoc meeting: a meeting called for a special purpose
Board meeting: a meeting of the Board of directors of an organization
Investigative Meeting: generally when conducting a pre-interview, exit interview or a
meeting among the investigator and representative
Kickoff meeting: the first meeting with the project team and the client of the project to
discuss the role of each team member
Management meeting: a meeting among managers
Off-site meeting: also called "offsite retreat" and known as an Away-day meeting.
One-on-one meeting: between two individuals
Staff meeting: typically a meeting between a manager and those that report to the
manager
Team meeting: a meeting among colleagues working on various aspects of a team project
Work Meeting: which produces a product or intangible result such as a decision
http://en.wikipedia.org/wiki/Board_of_directorshttp://en.wikipedia.org/wiki/Board_of_directors -
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Face-to-face conversation: From a psychological perspective there are a number of positive
features about face-to-face meetings that cannot always be achieved as well via other forms of
communication. Face-to-face meetings allow employees to engage in and observe verbal and
nonverbal behavioral styles that cant be captured in most computer mediated communication
devises. There are nuances associated with hand gestures, voice quality and volume, facial
expressions, and so forth that are simply not captured in email. One-to-one and one-to-many
forums where people are physically present. Examples include a 'cascade' of team meetings or
briefings, conferences, site visits, 'back to the floor', consultation forums, 'brown bag' lunches,
round-table discussions, 'town meetings', etc.
Intercom: An intercom (intercommunication device), talkback or door phone is a stand-alone
voice communications system for use within a building or small collection of buildings,
functioning independently of the public telephone network. Intercoms are generally mounted
permanently in buildings and vehicles. Intercoms can incorporate connections to public address
loudspeaker systems, telephones, and to other intercom systems. Some telephones include
intercom functions that enable paging and conversation between instruments of similar make and
model. Examples include Panasonic model KX-TS3282W /B), AT&T models 945 and 974, and
TMC model ET4300.
Conceptual Framework
Intranet Intercom Face to face
conversation
Meeting
Internal Communication
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Research Questions:
Is there any significant relationship between intranet and internal communication in context
of Mutual Trust Bank Ltd?
Is there any significant relationship between intercom and internal communication in contextof Mutual Trust Bank Ltd?
Is there any significant relationship between face to face conversation and internal
communication in context of Mutual Trust Bank Ltd?
Is there any significant relationship between meeting and internal communication in context
of Mutual Trust Bank Ltd?
Hypotheses:
There is a significant relationship between intranet and internal communication in context of
Mutual Trust Bank Ltd?
There is a significant relationship between intercom and internal communication in context
of Mutual Trust Bank Ltd?
There is a significant relationship between face to face conversation and internal
communication in context of Mutual Trust Bank Ltd?
There is a significant relationship between meeting and internal communication in context of
Mutual Trust Bank Ltd?
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Indication of The degree to which employees agree/disagree with internal communication
regarding intranet:
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Agree
48%Strongly agree
52%
0%
Quickly communicate with all the employees through
intranet
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Indications of the degree to which employee agree/disagree with internal communication
regarding Face to face communication:
Strongly agree
48%
Agree
52%
Can participate actively in the process of face to face
communication
Strongly agree
47%
Agree
43%
Uncertain
5%
Disagree
5%
Face to face communication is flexible
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Indications of the degree to which employee agree/disagree with internal communication
regarding meeting communication:
Strongly agree
19%
Agree
28%
Uncertain
43%
Disagree
5% Strongly Disagre
5%
Dependent on face to face communication
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Indications of the degree to which employee agree/disagree with internal communication
regarding meeting Intercom:
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FFINDINGS
1. The internal communication is well enough that meet full requirement in internalcommunication.
2. The internal communication system of MTBL scopes free flow of information needed.3. HR depends on internal communication system of MTBL.4. MTBL removes its communication gap by using Intranet with quick responsiveness.5. More employees should be introduced with the accessible free flow of information by
intranet.
6. Employees professional and official data are well maintained for active internalcommunication with availability of necessary downloadable files and data.
7. Face to face communication plays an active role in internal communication in context ofMutual Trust Bank Ltd.
8. Some employees are unaware about their downloadable files and data from MTBLs owndatabase server or by intranet.
9. There is standard deviation among the employees of various levels in communicatingface to face. But higher level employees rely on this type of communication.
10.Meeting is a reliable, responsive and flexible process to the employee of MTBL but itneeds to be more inspiring and mass participating since some employees often find it
boring, barrelful or uncertain to express themselves.
11.Intercom provides flexibility but in some cases employees feel barriers in gaining desiredstate of communication. For increasing efficiency and facility of such kind of
communicational device, some employees want telephone facility in replacement of
intercom. Although upper level employees have standard deviation about this regard.
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RECOMMENDATIONS
1. More employees should be made aware of the usage of intranet so that they come toknow about the availability of downloadable files for effective communication internally.
2. Free flow of information should have stimulation in order to remove the uncertainty ofinternal communication among employees.
3. Face to face communication should be made more flexible and dependable.4. Meetings should be made more participating and inspiring for all employees so that they
do not get bored.
5. For the removal of the barriers and standard deviation of perceived value TNT telephoneor limited service of PABX telephone service should be introduced for effective internal
communication of MTBL.
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CONCLUSION:
Organization does just fine by leaving people alone to do their jobs and let internal
communication take care of itself.
It can improve the effectiveness of the organization. The more information people have, the
more quickly they get it, and the better connections they have with others in the organization, the
better the work of the organization gets done, and the better jobs individuals do. The better jobs
they do, the better they feel about their jobs and about the organization. The ultimate
beneficiaries of all this are the target population, the community, and the organization, which
finds itself with committed and efficient staff members, satisfied participants, and community
respect. Internal communication makes problem-solving easier by providing a channel for
everyone's ideas and opinions. Solutions can come from unexpected directions, but only if there's
the possibility that they'll be heard. Internal communication keeps everyone informed of what's
going on in the organization. No one gets any unpleasant surprises, and everyone has the chance
to deal with changes, good news, and bad news together. It allows the organization to respond
quickly and efficiently to change, emergencies, etc. Internal communication makes problem-
solving easier by providing a channel for everyone's ideas and opinions. Solutions can come
from unexpected directions, but only if there's the possibility that they'll be heard. It creates a
climate of openness within the organization. If everyone feels he has access to whatever
information he needs or wants, and can talk to anyone in the organization about anything, it
encourages good relations among people, promotes trust, and forestalls jealousy and turf issues.
Promoting internal communication is one of the most important things organization can do to
make sure that it runs smoothly and effectively. Good internal communication will flourish if
one can create an organizational climate of openness that is conducive to the free flow of
communication and information in all directions; adjust his organization's systems or develop
new ones to encourage, rather than discourage, internal communication; and create cleardefinitions of what needs to be communicated and by whom.
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3. My downloadable files and data are available. 1 2 3 4 5
4. I can quickly communicate with all the employees through intranet. 1 2 3 4 5
Section III
Please indicate the degree to which you agree/disagree with each one of the statements below
regarding Face to face communication in context of Mutual Trust Bank Ltd:
1. I can participate actively in the process. 1 2 3 4 5
2. This type of communication is flexible for me. 1 2 3 4 5
3. I am dependent on this type of communication. 1 2 3 4 5
Section IV
Please indicate the degree to which you agree/disagree with each one of the statements below
regarding the usefulness of meeting in context of Mutual Trust Bank Ltd:
1. Meeting is reliable for internal communication. 1 2 3 4 5
2. This type of communication is responsive. 1 2 3 4 5
3. I do not get bored using this type of communication. 1 2 3 4 5
Section V
Please indicate the degree to which you agree/disagree with each one of the statements below
regarding the usefulness of intercom in context of Mutual Trust Bank Ltd:
1. I feel flexible in communicating with intercom. 1 2 3 4 5
2. I feel barrier in communicating by intercom. 1 2 3 4 5
3. I want telephone facility in replacement of intercom. 1 2 3 4 5