Organizational Communication Intervention For:

1. OrganizationalCommunication InterventionFor: Conducted By the Members of Team Checkmate

2. Purpose & Preview • Purpose: • Conduct an organization intervention on KSJS’ organization communication structure, • Focusing on areas such as: Upward Communication, Downward Communication, Horizontal Communication and Diagonal Communications • Preview: • About KSJS • Literature Review Insights • Research Methods • Finding & Conclusions Identified • Action Plan Outlined • Our Learnings Reported

3. About KSJS Non- commercial radio station 90.5 FM Mission - provide students in SJSU, and volunteers, an opportunity to operate an actual live broadcasting radio station Benefits for members - Communication, Teamwork, Leadership & Management Skills

4. Organization Communication Chart

5. Literature Review Downward Communication: “involves the transmission of messages from upper levels to lower levels of the organization hierarchy” Upward Communication: “involves transmission of messages from lower to higher levels of the organization; namely, communication initiated by subordinates with their superiors”

6. Lit Review Continued… Horizontal Communication: “refers to the flow of messages across functional areas at a given level of an organization” Diagonal communication: “involves communication that crosses both levels and functions or departments within an organization” The role of trust in the workplace varied based on measuring information quality vs. information adequacy.

7. Research Methods • Interview guide • Focal Areas: Upward, Downward, Horizontal & Diagonal • 5 questions for each focal area • Sample Sizes • 15 KSJS members

8. Findings & Conclusions Downward Communication: Finding: Job instructions are primarily received via face-to-face or email. Respondents preferred this method because of increased clarity and ability to quickly ask questions and receive feedback. Conclusion: This dimension of formal communication is ineffective in many organizations

9. Findings & Conclusions… Upward Communication: Finding: Management does not formally ask for feedback but is open to suggestions Respondents felt that any feedback given to management is taken into consideration. Change is considered when suggestion is adequate. Feedback usually occurs at weekly meetings. Conclusion: Necessary for integration of organization members & improved decision-making processes

10. Findings & Conclusions… Horizontal Communication: Finding: Different departments definitely exchange messages and work together One respondent thought the process of everyone talking the hallway was inefficient. Some respondents believed that there is no confusion between departments while others believe that only having weekly meetings creates unorganized situations which in turn can create long delays and confusion. Conclusion: Horizontal communication introduces flexibility in organizational structure

11. Findings & Conclusions… • Diagonal Communication • Findings: • Confusion level from being involved in multiple departments is low. • Tuesday meetings do help the overall flow of the station because of the ease of different departments communicating with each other. • No group featuring different departments exists for communication regarding overall functionality of the station, but informal communication during Tuesday meetings allows some amount of cohesive-preparedness. • Conclusions: Attempts to understand, promote, & assess the effectiveness of such structures [of diagonal communication] have occurred only recently.

12. Action Plan Three-Step Process to improve KSJS’s functionality: Form Monthly Discussion Groups Reintroduce Open-Door Policy for Feedback Create Monthly Email Newsletters

13. Our Major Learnings Face to face communication is more receptive and is the preferred method of communication. Feedback should be between managers and employees on a weekly basis. Organizations work best when they are utilizing the all forms of communication model.

14. Learnings Continued 4. Open communication helps to improve and make changes to an organization. 5. Many times it takes an outside perspective to improve the organizational communication skills within an organization

15. The End…Thanks Team Checkmate