Equalis kvalitetssäkrar kommunikationen : En kvalitativ studie av chefers och anställdas syn på den interna organisationskommunikationen

Abstract Title: Equalis quality assures the communication. A qualitative study of superiors and co-workers view on the internal communication. Number of pages: 39 (42 including enclosures) Author: Ia Appelberg Tutor: Else Nygren Course: Media and Communication Studies C Period: Autumn term 2010 University: Division of Media and Communication, Department of Information Science, Uppsala University Purpose: Superiors and co-workers view on the internal communication is studied with the purpose to identify whether their opinions correspond with one another, and what differences and similarities there might be. Method: This study is based on qualitative interviews with superiors and co-workers, and complements with the use of observations. Main results: The results indicate that superiors and co-workers agree on several aspects of the communication, such as the fact that the organizational communication is disorderly and lack clear rules and guidelines. Superiors believe that the organization has a corresponding view on the internal communication, while co-workers are convinced this is not the case. This despite the fact that the results in the end show that both groups overall have very similar opinions on several of the elements in question. Another mutual opinion is that both groups wish to receive more information about current events and such. Communication strategies do hardly exist in the organization and there are no existing communication plans at all. When it comes to decision-making, the organization does not use any hierarchy or structure for the prosecution nor any processes for decision-making. On the other hand, co-workers believe that they are a part of the decision-making and that they always are encouraged to express their opinions, something superiors maintain is very important for the organization. Keywords: Communication, organizational communication, communication processes, leadership