Communication Audit for Department X

1









Communication Audit Report
For
Department X, Division of Company Y
Prepared by
Jeff Garrison
School of Professional Studies
Gonzaga University
July 6, 2013










Communication Audit for Department X
2
Executive Summary
The purpose behind conducting this communication audit for Department X, a division of
Company Y, was to examine what manager and non-manager employees thought of the current
internal communication system and how effective it is between the two groups on a daily basis.
The original plan for conducting the audit was to collect data via (1) an online survey, (2)
voluntary face-to-face interviews and (3) ethnographic observations around the office. However,
once I obtained permission from the organization to conduct the audit, I was asked not to
conduct face-to-face interviews because of my current position within the organization. This
request from the organization put a sever limit on the amount of data that could be collected
during the audit.
Despite not being allowed to conduct face-to-face interviews, the survey questions still
provided some great insight into what the employees of the organization thought about the
current communication system and what they thought of communication between managers and
their subordinates. The ethnographic observations also yielded intriguing information about
instances in which employees of the organization experienced breakdowns in the communication
system, either with peers or management.
Another setback that was experienced in completing this audit was the fact that I was on
the road 24 days between May and June; this made it extremely difficult to conduct the
ethnographic portion of the audit as well as being around to field questions from employees who
were unsure about the anonymity and validity of the audit. I found it very difficult to audit an
organization that I could not be around to observe.
The audit will conclude with recommendations on how Department X can improve its
communication system and ways to encourage management to better communicate with their
Communication Audit for Department X
3
subordinates. The audit will also provide in detail all of the questions and results from the survey
instrument as well as the written comments and ethnographic observations for consideration by
Department X.




















Communication Audit for Department X
4
Department X
Communication Audit Report
Table of Contents
The Purpose of the Organizational Study5
Description of Department X...5
The Communication Audit of Department X
Methodology5
Limitations of the Communication Audit6
External Communications of Department X7
Internal Communication Survey of Department X..8
Results..9
Ethnographic Observations of Department X........11
Summary of Findings and Recommendations...12

Appendix I: Survey Results
Appendix II: Survey Comments
Appendix III: Blank Survey






Communication Audit for Department X
5
Purpose of the Communication Audit of Department X
In the book Assessing Organizational Communication, Cal Downs and Allyson Adrian
present that many people in todays society oversimplify the importance and role of effective
communication within an organization (Downs & Adrian, 2004). They go on to state,
communication is one of the most interesting organizational phenomena to investigate precisely
because it is so complex (2004). This complexity, they say, forms the basis for a practical
communication audit (2004).
The purpose for conducting a communication audit of Department X was two-fold: (1)
examine the current communication system and establish whether manager and non-manager
employees thought it to be effective. (2) Examine what employees of Department X thought of
how managers and their subordinates communicate with each other on a daily basis.
Description of Department X
Department X is a world class, innovative entertainment company and the full service
video production arm of Company Y offering Emmy award winning solutions for broadcast,
cable and new media platforms. Department X offers its clients and sponsors full creative
services in a variety of mediums including long form programming, creative services, digital
media, live events, client services, studio and motion graphics. Department X is made up of
almost 87 employees that include HD AVID editors, producers, videographers, directors, and an
entire host of support and operations staff.
Methodology for Communication Audit of Department X
The methods used to conduct the communication audit of Department X began with
asking permission from the Vice President of Business Operations. The response was this: "I
think it sounds like a good idea. I am always interested in how we communicate and more
Communication Audit for Department X
6
importantly how we can do it better so I would be very interested in seeing the audit when
completed." Once permission was obtained for the audit, I began to develop the instruments I
would use to conduct the audit. After deciding on doing a survey, face-to-face interviews and
ethnographic observations I was met with a few limitations that will be discussed in the next
section.
Limitations for Communication Audit of Department X
After deciding on doing a survey, face-to-face interviews and ethnographic observations,
I was told that I would not be allowed to conduct face-to-face interviews because of my level and
position within the organization. Department Xs VP of Business Operations thought that these
interviews would make me privy to information that I should not hear about the organization and
its employees. This was a bit of blow as I would not be able to focus groups because of the
schedule and make-up of the organization. In hindsight, I doubt that Department X would have
allowed me to conduct focus groups either.
The second limitation that I faced in performing the communication audit is that
Department X is part of a private company. For this reason, conduction a comprehensive audit of
the external communication is nearly impossible because I am not allowed to disclose
information about how we communicate with the organizations outside clients and professional
athletes. The only examples of external communication that could be audited would be social
media as Department Xs website is internal and meant for employees and clients only.
The third and final limitation that I faced in performing the communication audit of
Department X is that I am an employee of the organization and I was forced to be on the road for
24 days between the months of May and June when I was conducting the audit. This made it
very hard to conduct ethnographic observations, as I was not in the office. It also made it
Communication Audit for Department X
7
difficult to provide face-to-face feedback to employees of Department X that had questions about
the anonymity and validity of the communication audit.
External Communications of Department X
External communication is easily defined as "interactions that focus on audiences outside
of an organization and these activities significantly contribute to an organization's bottom line
and culture" (Parsons & Urbanski, 2012, p. 158). These external communications can include but
are not limited to a website, press releases, direct mail, billboards, e-mail blasts, television and
radio ads and a myriad of other communication tools spanning a wide spectrum of mediums.
Department X uses a wide variety of ways to communicate externally with its clients and
employees. There is a website www.departmentx.com that features information about the
organizations services, examples of previous work, client testimonials as well as information on
how to access Company Ys footage library. Department X also relies heavily on e-mail and
direct phone calls with clients to discuss ideas, budgets and deadlines. Another new medium that
Department X has been using more of is social media. Through Department Xs and Company
Ys Twitter feed and Facebook newsfeed, the organization is able to now reach beyond clients
and employees to the consumers that will be ultimately seeing Department Xs commercial and
feature work on television and the Internet. Social media has allowed Department X to send out
short headlines and descriptions to consumers all over the world to promote commercials and
feature shows as well as television broadcasts.
Department Xs external communications are also aided by Company Ys release of press
releases, print ads and television spots that are seen by millions both domestically and
internationally. Being that Department X is an internal department of Company Y, the
Communication Audit for Department X
8
organization has a unique chance to reach more consumers, clients and employees at a much
lower cost than if Department X was an outside organization.
Internal Communication Survey of Department X
The survey was constructed through www.surveymonkey.com and then distributed to all
87 full-time employees at Department X via a web link in an e-mail. The following message
accompanied the link to the survey:
Hello everyone,
I am conducting a survey for my graduate school program as part of a class
project, and your response would be greatly appreciated.
The project consists of performing a communication audit of an
organization. This survey is just one part of the audit. I will also be
conducting interviews as well as making ethnographic observations around the
office in the coming weeks.
I would really appreciate everyone taking just a few minutes to
complete the survey. All results are confidential and everyone that
participates in this audit will remain anonymous.
The goal of this audit is to analyze how we communicate as an office
and then make recommendations, based on the data collected, of how we can
improve office communication.

Here is a link to the survey:
https://www.surveymonkey.com/s/FGRWJFT

Thanks for your participation! I'm very excited to see the responses and see
how we can improve the ways in which we communicate with one another.

Communication Audit for Department X
9
I was pleasantly surprised that 16 employees of Department X took the survey within the
first day it was active. Over the next several weeks, participation steadily declined before
reaching the final number of 32 participants resulting in a 36.7% participation rate. This rate was
significantly lower than expected despite getting lots of verbal feedback from employees at
Department X about how good of an idea it was to be conducting a communication audit.
The survey consisted of 38 questions that were a combination of multiple choice and true
or false questions. The survey ended with a field to provide written feedback of Department Xs
communication systems as well as the survey itself. At the end of this document, Appendix II
provides the word for word comments from the survey, while Appendix III provides a blank
copy of the survey questions.
Results
There were 6 major questions from the survey that I expected to collect the most data
from. The questions and their results are shown below:

Communication Audit for Department X
10





Communication Audit for Department X
11


Ethnographic Observations of Department X
During the days when I was present at Department X, I tried to observe as much as
possible the different instances in which employees were engaged in communication with co-
workers, managers and outside clients. I noticed that communication with these three mediums
was not equally spread amongst all employees. Dependent on what team an employee was a part
of determined how much communication they had with outside clients versus co-workers and
managers. One fact that I observed was that in many occasions, co-workers only communicated
with managers when they had a problem or an issue arose on a project or with a specific situation
involving either another co-worker or the specific relationship with the employee and manager.
Another observation I made was that many instances of communication between co-
workers and/or managers carried a small, but noticeable characteristic of hostility or excitement.
Perhaps this is because Department X operates amongst a landscape of subjectivity being in the
creative realm of organizations. Defensive attitudes were taken by both subordinates and
managers as each communicated with one another about a project or situation.
Finally, the last major observation was that some employees felt that they had little to no
communication with their direct managers. There several instances were employees of
Department X asked how anonymous this audit would be in order to develop a sense of comfort
for providing feedback about the lack of communication they experience with their managers on
Communication Audit for Department X
12
a daily basis. More information about this subject can be found in Appendix II, which provides
word for word comments from the internal communication survey.
Summary of Findings
After performing the audit and analyzing the data collected, it is clear that there are
mixed feelings about the effectiveness of the communication system at Department X as well as
how well co-workers and managers communicate. The survey showed that the majority of
employees surveyed at Department X thought that the current communication system needed
improvement. On a positive note, half of the employees surveyed said that they relieved proper
training on how to effectively communicate with co-workers and/or managers.
The ethnographic observations revealed that employees are passionate about their work
and this sometimes leads to hostility when communicating with managers. The ethnographic
observations also revealed that some employees feel that they are not comfortable with the lack
of communication with their managers. In the next section, Ill offer a few recommendations on
how Department X can improve its communication system and eliminate the disconnected
between subordinates and managers.
Recommendations
Communication is an ongoing, dynamic process (Downs & Adrian, 2004), because of
this, constant work has to be done to improve the communication systems and processes of an
organization. An organization should constantly be evaluating its communication practices to see
where it can improve. This includes the use of audits, such as this one, or even encouraging
managers to talk to their employees about communication practices and how they believe they
can be improved. It is important for the organization to pay attention to this feedback. Creating a
feedback loop (2004) develops two-way communication within an organization, which has been
Communication Audit for Department X
13
demonstrated to be more effective and more satisfying than one-way communication. In other
words, if the organization is not listening and acting upon the feedback it is receiving from its
employees, than breakdowns and disconnect within the communication system are bound to
evolve.
Another recommendation is to develop a more organized communication system with the
hopes of sparking more creativity within the organization. Research has generated a number of
insights regarding how organizations can encourage creativity and innovation (Conrad & Poole,
2012). Below are some examples adapted from the text on how organizations can organize their
communication systems to generate more creativity and thus a better work environment:
(1) Give employees time to innovate Encourage employees to think of new ideas and
support their efforts and try out the ideas instead of giving reasons why the ideas wont
work.
(2) Give employees the chance to fail Have trust that employees know what they are
doing and that if they fail they will learn from their mistakes and become stronger
employees through proper training and communication.
(3) Allow time for ideas to emerge Studies have shown that open time is essential for
the creative process.
(4) Measure the right things Communicate results to employees without dwelling on
the failures. Help employees learn from their failures rather than holding them over their
heads.
The last recommendation is to respect the feedback that the organization gets from employees
and from managers. Take the feedback and apply it to the current communication systems. Keep
records of the feedback and how the feedback was applied to improving the communication
Communication Audit for Department X
14
system. Encourage managers to have often and open dialogue with their subordinates to ensure a
positive flow of communication within the organization. Putting any or all of these
recommendations in place with surely result in improved communication practices and happier
employees, which results in a more productive and energetic organization.

**End of Report**

















Communication Audit for Department X
15
Appendix I: Survey Results
Male 22
Female 9
0 5 10 15 20 25



Answer Choices Responses


Male
70.97% 22

Female
29.03% 9
Total

31
Q2 Are you a non-manager or manager?

Answered: 32 Skipped: 0

Non-manager




Manager




28.13%
71.88%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


Non-manager
71.88% 23

Manager
28.13% 9
Total

32



Q3 How long have you worked for the
organization?

Answered: 32 Skipped: 0


0-5 Y ears


6-10 Y ears


11-15 Y ears



18.75%


21.88%
31.25%


15+ Y ears 28.13%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


0-5 Years
31.25% 10

6-10 Years
18.75% 6

11-15 Years
21.88% 7

15+ Years
28.13% 9
Total

32

Q4 About how many times per day would
you say you communicate with someone in
the organization?

Answered: 32 Skipped: 0


0-10 Times


11-20 Times


21-30 Times


31-40 Times


41-50 Times
9.38%


9.38%








9.38%









21.88%






34.38%


50+ Times 15.63%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


0-10 Times
9.38% 3

11-20 Times
9.38% 3

21-30 Times
34.38% 11

31-40 Times
21.88% 7

41-50 Times
9.38% 3

50+ Times
15.63% 5
Total

32

Q5 How many times in a typical day do you
communicate with someone in the office
face to face?

Answered: 32 Skipped: 0


0-10 Times


11-20 Times


21-30 Times


31-40 Times


41-50 Times


50+ Times









6.25%





3.13%
25
%



34.38%


31.25%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


0-10 Times
25% 8

11-20 Times
34.38% 11

21-30 Times
31.25% 10

31-40 Times
6.25% 2

41-50 Times
0% 0

50+ Times
3.13% 1
Total

32
Q6 In a typical day how many times do you
communicate with someone in the office via
e-mail?

Answered: 32 Skipped: 0


0-10 Times


11-20 Times


21-30 Times


31-40 Times


41-50 Times


50+ Times









6.25%





3.13%
21.88%





28.13%



40.63%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


0-10 Times
21.88% 7

11-20 Times
40.63% 13

21-30 Times
28.13% 9

31-40 Times
6.25% 2

41-50 Times
0% 0

50+ Times
3.13% 1
Total

32
Q7 In a typical day how many times do you
communicate with someone in the office via
telephone (mobile phone included)?

Answered: 32 Skipped: 0


0-10 Times


11-20 Times


21-30 Times


31-40 Times


41-50 Times


50+ Times






6.25%



25
%
68.75%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


0-10 Times
68.75% 22

11-20 Times
25% 8

21-30 Times
6.25% 2

31-40 Times
0% 0

41-50 Times
0% 0

50+ Times
0% 0
Total

32
Q8 On a typical day how many times do you
communicate with someone in the office
using other forms of communication such
as texting, social networking, etc?

Answered: 32 Skipped: 0


0-10 Times


11-20 Times


21-30 Times


31-40 Times


41-50 Times


50+ Times



18.75%
81.25%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


0-10 Times
81.25% 26

11-20 Times
18.75% 6

21-30 Times
0% 0

31-40 Times
0% 0

41-50 Times
0% 0

50+ Times
0% 0
Total

32

Q9 I believe that we communicate effectively
as an office.

Answered: 32 Skipped: 0



True




False
43.75%





56.25%


0% 20% 40% 60% 80% 100%

Q10 I feel comfortable going to my
supervisor when I experience
communication conflict.

Answered: 32 Skipped: 0



True




False





18.75%
81.25%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
81.25% 26

False
18.75% 6
Total

32



Q11 I feel good about my communication
exchanges with my co-workers and/or
managers.

Answered: 32 Skipped: 0



True




False





9.38%
90.63%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
90.63% 29

False
9.38% 3
Total

32


100%


Q12 I am clear about what I want back from
others when I speak.

Answered: 32 Skipped: 0



True




False



0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
100% 32

False
0% 0
Total

32

Q13 I am willing to reveal my vulnerability
and don't see vulnerability as weakness.

Answered: 30 Skipped: 2



True




False





23.33%
76.67%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
76.67% 23

False
23.33% 7
Total

30



Q14 Others are willing to reveal their
vulnerability in my presence.

Answered: 32 Skipped: 0



True




False





40.63%
59.38%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
59.38% 19

False
40.63% 13
Total

32

Q15 I receive feedback from others that they
feel heard when I listen.

Answered: 31 Skipped: 1



True




False





38.71%
61.29%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
61.29% 19

False
38.71% 12
Total

31


100%


Q16 I am as interested in meeting the needs
of other co-workers and managers as I am
in meeting my own needs.

Answered: 32 Skipped: 0



True




False



0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
100% 32

False
0% 0
Total

32

Q17 When I ask people to do things for me, I
am open to hearing "no" from them.

Answered: 32 Skipped: 0



True




False





6.25%
93.75%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
93.75% 30

False
6.25% 2
Total

32



Q18 I don't interpret a "no" from co-workers
and/or managers as a rejection.

Answered: 32 Skipped: 0



True




False





15.63%
84.38%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
84.38% 27

False
15.63% 5
Total

32



Q19 I never try to make others feel guilty if
they don't do as I like.

Answered: 32 Skipped: 0



True




False





9.38%
90.63%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
90.63% 29

False
9.38% 3
Total

32

Q20 I am able to transform my anger into a
positive force that will meet my needs
without it being at the expense of others
needs.

Answered: 31 Skipped: 1



True




False





12.90%
87.10%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
87.10% 27

False
12.90% 4
Total

31

Q21 I view conflict as an opportunity to
better understand my co-workers and
managers as well as an opportunity to
explore meeting their needs.

Answered: 31 Skipped: 1



True




False





29.03%
70.97%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
70.97% 22

False
29.03% 9
Total

31



Q22 I am skilled at expressing myself
honestly and authentically without
alienating co-workers or managers.

Answered: 32 Skipped: 0



True




False





15.63%
84.38%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
84.38% 27

False
15.63% 5
Total

32

Q23 I don't take what others say about me
personally.

Answered: 32 Skipped: 0



True




False





31.25%
68.75%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
68.75% 22

False
31.25% 10
Total

32



Q24 When a co-worker or manager does
something I don't like, I let them know
without using words that imply wrongness.

Answered: 32 Skipped: 0



True




False





34.38%
65.63%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
65.63% 21

False
34.38% 11
Total

32



Q25 I do things for co-workers and/or
managers to meet my need to give and I do
so without strings attached.

Answered: 30 Skipped: 2



True




False





6.67%
93.33%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
93.33% 28

False
6.67% 2
Total

30



Q26 I never do things for co-workers an/or
managers motivated out of fear or guilt.

Answered: 32 Skipped: 0



True




False





40.63%
59.38%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
59.38% 19

False
40.63% 13
Total

32

Q27 When co-workers and/or managers are
speaking, I focus solely on what they're
saying and resist thinking instead of what I
will say next.

Answered: 32 Skipped: 0



True




False
53.13%




46.88%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
53.13% 17

False
46.88% 15
Total

32

Q28 I don't need approval from co-workers
and/or managers in order to feel good about
myself.

Answered: 32 Skipped: 0



True




False





21.88%
78.13%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
78.13% 25

False
21.88% 7
Total

32

Q29 When speaking with co-workers and/or
managers about things that matter to me, I
make clear reference to my needs and
values.

Answered: 32 Skipped: 0



True




False





21.88%
78.13%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
78.13% 25

False
21.88% 7
Total

32

Q30 I take responsibility for my feelings and
don't ever imply that others are the cause of
my feelings (e.g., "You make me so mad").

Answered: 31 Skipped: 1



True




False





35.48%
64.52%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
64.52% 20

False
35.48% 11
Total

31



Q31 When I make mistakes, I don't berate
myself - instead I learn from my "mistakes"
and explore how I might act differently in the
future.

Answered: 32 Skipped: 0



True




False





15.63%
84.38%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
84.38% 27

False
15.63% 5
Total

32

Q32 When co-workers and/or managers do
things I like, I don't offer praise - instead I
express my gratitude by letting them know
how their actions have contributed to my
life.

Answered: 30 Skipped: 2



True




False
33.33%





66.67%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
33.33% 10

False
66.67% 20
Total

30



Q33 When I communicate with co-workers
and/or managers, I am consciously aware of
my intention and choice of words and how
these will affect the quality of connection I
have with others.

Answered: 32 Skipped: 0



True




False





15.63%
84.38%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
84.38% 27

False
15.63% 5
Total

32



Q34 Our companys current communication
system needs no improvement.

Answered: 32 Skipped: 0



True




False
15.63%





84.38%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
15.63% 5

False
84.38% 27
Total

32

Q35 I understand all the aspects of our
current communication system.

Answered: 31 Skipped: 1



True




False
48.39%




51.61%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
48.39% 15

False
51.61% 16
Total

31

Q36 I received proper training on how to
effectively communicate with co-workers
and/or managers.

Answered: 30 Skipped: 2



True




False
50%




50%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
50% 15

False
50% 15
Total

30

Q37 I believe there is some level of
communication disconnect between other
co-workers and/or managers.

Answered: 32 Skipped: 0



True




False





12.50%
87.50%


0% 20% 40% 60% 80% 100%



Answer Choices Responses


True
87.50% 28

False
12.50% 4
Total

32

Q38 Communication is more effective and
organized here than any other organization
I have ever worked at.

Answered: 30 Skipped: 2



True




False
43.33%





56.67%
Answer Choices Responses


True
43.33% 13

False
56.67% 17
Total

30

Appendix II: Survey Comments
Many of the questions are exceedingly vague and make some interesting assumptions? Good luck.
6/12/2013 11:23 AM

I do not feel that I can go to a manager and discuss private matters such as health issues, marital issues, or financial
issues without it being all over the office ---- there is definitely a lack of trust between employees and managers ---
anything you say or do will come back to bite you in the butt ------
6/10/2013 11:39 AM

Managers do not communicate effectively, often leading to information being received late or not at all, which
negatively affects different projects. Oftentimes not enough people are brought into the loop or are not given all the
information needed to make the proper decision. This leads to frustration because of wasted time and effort.
Additionally, feedback is virtually non-existent. Rarely is there anything other than a good job mentioned in passing.
Not that our jobs require constant positive reinforcement, but something a little more detailed than "Good job"
would be appreciated, I think. Right now, the only time you ever hear about how your work was received on a
project is when you screwed something up...but not even that is consistent. Managers often internalize their
displeasure with someone's performance, rather than communicating feedback to them effectively. Whether I did
something well or poorly it would be beneficial to know, so that I can learn from both successes and failures. At this
stage, problems are only communicated once they reach a breaking point.
6/10/2013 11:29 AM

There is an extreme disconnect as far as workers and managers. My manager hardly every communicates with any
worker in his department until he needs something from us. Also, he just went on a 10-day vacation and never told
any of us workers he was going to be out of town.
6/10/2013 9:31 AM

Some of the true/false questions need a N/A or something. I very rarely am 100% on some of the questions asked.
6/10/2013 8:47 AM











Appendix III: Blank Survey
1. Are you male or female?

mlj

Male


mlj Female

2. Are you a non-manager or manager?

mlj

Non-manager


mlj Manager

3. How long have you worked for the organization?

mlj

0-5 Years


mlj 6-10 Years


mlj 11-15 Years


mlj 15+ Years

4. About how many times per day would you say you communicate with someone in the
organization?

mlj

0-10 Times


mlj 11-20 Times


mlj 21-30 Times


mlj 31-40 Times


mlj 41-50 Times


mlj 50+ Times

5. How many times in a typical day do you communicate with someone in the office face to face?

mlj

0-10 Times


mlj 11-20 Times


mlj 21-30 Times


mlj 31-40 Times


mlj 41-50 Times


mlj 50+ Times

6. In a typical day how many times do you communicate with someone in the office via e- mail?

mlj

0-10 Times


mlj 11-20 Times


mlj 21-30 Times


mlj 31-40 Times


mlj 41-50 Times


mlj 50+ Times

7. In a typical day how many times do you communicate with someone in the office via
telephone (mobile phone included)?

mlj

0-10 Times


mlj 11-20 Times


mlj 21-30 Times


mlj 31-40 Times


mlj 41-50 Times


mlj 50+ Times

8. On a typical day how many times do you communicate with someone in the office using other
forms of communication such as texting, social networking, etc?

mlj

0-10 Times


mlj 11-20 Times


mlj 21-30 Times


mlj 31-40 Times


mlj 41-50 Times


mlj 50+ Times

9. I believe that we communicate effectively as an office.

fec

True


fec False

10. I feel comfortable going to my supervisor when I experience communication conflict.

mlj

True


mlj False

11. I feel good about my communication exchanges with my co-workers and/or managers.

mlj

True


mlj False

12. I am clear about what I want back from others when I speak.

mlj

True


mlj False

13. I am willing to reveal my vulnerability and don't see vulnerability as weakness.

mlj

True


mlj False

14. Others are willing to reveal their vulnerability in my presence.

mlj

True


mlj False

15. I receive feedback from others that they feel heard when I listen.

mlj

True


mlj False

16. I am as interested in meeting the needs of other co-workers and managers as I am in meeting
my own needs.

mlj

True


mlj False

17. When I ask people to do things for me, I am open to hearing "no" from them.

mlj

True


mlj False

18. I don't interpret a "no" from co-workers and/or managers as a rejection.

mlj

True


mlj False

19. I never try to make others feel guilty if they don't do as I like.

mlj

True


mlj False

20. I am able to transform my anger into a positive force that will meet my needs without it being at
the expense of others needs.

mlj

True


mlj False

21. I view conflict as an opportunity to better understand my co-workers and managers as well as
an opportunity to explore meeting their needs.

mlj

True


mlj False

22. I am skilled at expressing myself honestly and authentically without alienating co- workers
or managers.

mlj

True


mlj False

23. I don't take what others say about me personally.

mlj

True


mlj False

24. When a co-worker or manager does something I don't like, I let them know without using
words that imply wrongness.

mlj

True


mlj False

25. I do things for co-workers and/or managers to meet my need to give and I do so without
strings attached.

mlj

True


mlj False

26. I never do things for co-workers an/or managers motivated out of fear or guilt.

mlj

True


mlj False

27. When co-workers and/or managers are speaking, I focus solely on what they're saying and
resist thinking instead of what I will say next.

mlj

True


mlj False

28. I don't need approval from co-workers and/or managers in order to feel good about myself.

mlj

True


mlj False

29. When speaking with co-workers and/or managers about things that matter to me, I make
clear reference to my needs and values.

mlj

True


mlj False

30. I take responsibility for my feelings and don't ever imply that others are the cause of my feelings
(e.g., "You make me so mad").

mlj

True


mlj False

31. When I make mistakes, I don't berate myself - instead I learn from my "mistakes" and explore
how I might act differently in the future.

mlj

True


mlj False

32. When co-workers and/or managers do things I like, I don't offer praise - instead I express my
gratitude by letting them know how their actions have contributed to my life.

mlj

True


mlj False

33. When I communicate with co-workers and/or managers, I am consciously aware of my intention
and choice of words and how these will affect the quality of connection I have with others.

mlj

True


mlj False

34. Our companys current communication system needs no improvement.

mlj

True


mlj False

35. I understand all the aspects of our current communication system.

mlj

True


mlj False

36. I received proper training on how to effectively communicate with co-workers and/or
managers.

mlj

True


mlj False



37. I believe there is some level of communication disconnect between other co-workers
and/or managers.

mlj True

mlj False

38. Communication is more effective and organized here than any other organization I have
ever worked at.

mlj True

mlj False

39. Please provide any additional comments on the current communication system and how
you feel it could be improved.




Communication Audit for Department X

46

References
Conrad, C., & Poole, M. S. (2012). Strategic organizational communication. (7th ed., pp. 344-
345). Belmont, CA: Wadsworth.

Downs, C. W., & Adrian, A. D. (2004). Assessing organizational communication, strategic
communication audits. (p. 3). New York: The Guilford Press.

Parsons, M., & Urbanski, S. (2012). Recognizing Dysfunctional Communications a Means of
Improving Organizational Practices. Online Journal Of Communication & Media
Technologies, 2(4), p. 158.
**Department X website consulted but not listed due to being password protected and only
allowed to be viewed by clients and employees of Department X.**