1.0.

Introduction

This paper is aimed at explaining the factors involved in setting up an effective Business
communication Channel. The development is in an assumed land that historically has
never had any form of baseline assessment of needs and demands with regard to
Information Communication and Technology (ICT). The paper will make a sturdy
progression from defining the terms; here in being ICT and communication and
explaining the various stages of setting up an effect system and also the channels that will
be effective in communicating information. The assumption is that the Ministry of
Communication is in dire need of its own communication channel. The paper will also
highlight the importance of employing a fully developed communication strategy both
internally and externally. It is worth noting that this evolution and combination of both
terms took place in the 1980s to emphasize the merging of the two technologies. It is a
recent development in human activity that has changed the way business is done around
the globe. Also identifying the types of external communication you use in your
organization and what additions or modifications are needed to establish a dialogue with
the public. Determine who makes up your target audience, determing what types of
information need to be communicated and preferably building an information system.

1.1. Definition # 1 (ICT)

“The phrase used to describe a range of technologies for gathering, storing, retrieving,
processing, analyzing, and transmitting information”

1.1.1. Definition # 2
Information and Communications Technology can also mean almost anything that's new
and relevant to communications. This includes the Internet, mobile telephone, satellite
communications and digital television over cable or aerials.
1.1.2. Definition # 3
Information and communication technologies – It is the use of devices and applications to
convert, store, protect process, transmit, share, and retrieve information. (Source:
www.businesscomnumcations.com/htt/ca)
1.1.3. Definition # 4
According to Shirley Taylor (2005) Communication is the process in which ideas,
opinions, information, facts, emotions are exchanged. Therefore External communication
is the dialogue a company has with those on the outside with its customers, prospects,
potential shareholders and the media. It is of extreme importance for the cordial
atmosphere and good productivity .It is a system of relaying information between the
corporation and the public .The changes in technology has a bigger impact on the
communication used by the ministry of communication and its effectiveness in the way it
conducts its business as a business organization.

2.0. EXTERNAL COMMUNICATION

External communication: This is communication which takes place outside of the
business, such as communication to customers or other businesses. Ways of external
communication are: e-mail, television, advertisements, magazines, leaflets

Peter Stimpson (2005) stresses that external communication is Communication to parties or

organizations external to its physical site boundaries or its functions and activities on or off
site. External communication would include, but is not limited to, communication with other
Governmental offices, non-profit organizations, and educational institutions, local and
International organizations, business and industry, the media, and the general public.

Stephen P & Mary Coulter (2007) states This Communication carries information into and
out of the organization; creating a favorable impression to the customers and other
stakeholders. The organization constantly communicates with customers, vendor’s
distributors, competitors, and investors. Also the way a company handles a crisis can
have a profound effect on the organization‘s subsequent performance. If this information

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is handled improperly a crisis can destroy a company’s reputation, drain its financial
strengths and result in negative publicity. External communication can take the form of
written or oral as in the illustration.

The preliminary steps in setting up the demanded Communication Channel for the
Ministry would inevitably have to be a form of baseline survey to ascertain the needs
among the intended beneficiaries of the desired products and services. Seeing as all the
research that has been employed up to this point is borrowed data from neighboring and
surrounding countries, it is important that in a country survey is done very early on, so
that needs are established. It would also be very prudent to employ a phased approach.
This may be done by allocating a given period of time that may be divided into four (4)
stages. The end of every phase may be accompanied by an evaluation to check for
consistency or changing needs/demands among end users. The entire phase may then be
supported by an End - line survey that may ultimately offer valuable learning curves for
the betterment and improvement of services and products. Ignoring this very important
step may lead to very disappointing results. Consider the example below:

“In Madhya Pradesh, India, where a project to bring government services to poor rural
communities via Internet kiosks barely resulted in one person using one kiosk a day – as
the services offered weren’t the ones the poor people wanted or needed” (The World
Bank Vice President of Infrastructure, Katherine Sierra – 2005)

Bovee T.Schatzman (2006) states that the benefits of effective communication includes
improved stakeholders response to any changes within the organization, it provides for

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quicker problem solving, stronger decision making, enhanced professional image, clearer
promotional matrials,stronger business relationships, steadier work flow and increased
productivity.
2.1. The development process
In developing an effective business communication channel it is imperative that internal
employee communication is given due attention if anything that a firm or in this case, the
Ministry does outside is to succeed. It is very important that employees fully understand
what constitutes the overall goals and what role they play in. The marrying together of
these internal and external channels in the minds of employees at all levels in the
organization is critical.
Here are nine basic steps to building an effective employee communication program that
will ensure that a smooth flow of information internally if achieved.

2.2. Assess the situation. To develop this channel, start the process by collecting
input from a variety of sources – often through one-on-one interviews, employee surveys,
focus groups, an audit of existing communications materials, etc. The information and
insights collected can then be used to craft key messages that resonate with employees,
address key issues up front, and build a tactical plan that applies the right mix of
communications channels.

2.3. Develop a core communications document. This document, which is drafted

with input from management and the above research, serves as the platform for all future
communications. It articulates the business priorities/goals (i.e., a handful of “must
wins”), the supporting case for change, key messages to be used in all future
communications, desired employee behaviors, and other foundational concepts. For the
most powerful results, it is critical that the content of the core document is generally
consistent with external messaging used for the media, financial community, and other
key audiences, as well as employees.

2.4. Align senior management. One of the most critical aspects of a successful program
is securing the leadership of Senior Management. Without their support and involvement,

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the initiative is likely to fail. Typically, the alignment process begins by sharing the core
communications document and soliciting – and ultimately incorporating – this cross –
functional group’s input. At this time, it’s also important to make sure the executive team
understands their role in the communications process and the importance.

2.5. Engage middle managers/supervisors. Time and time again, research shows
that these individuals are some of the most influential in an organization. By making
them a regular part of the strategic information loop, they will become more engaged in
the Company’s efforts – and thus better engage their employees. We recommend building
a plan that incorporates talking to managers often; providing them with training and
tools; and, making them your primary communication channel.

2.6. Begin a dialogue, with employees. Organizations gain quicker traction if

employees play a role in the company’s success. Engage them by creating a dialogue.
Employees who feel they’ve had a voice typically serve as some of the most ardent and
effective company ambassadors, both internally and externally. For example, provide
two-way channels that allow employees to ask honest questions (and then respond with
honest answers), share good ideas (and then implement them companywide), and express
their concerns (and then address them candidly). It will be critical to listen to employees
and address their concerns head-on.

2.7. Determine the right mix of communications channels. In general, less is more
when it comes to a company’s communications channels – especially if the overall
program reflects the right balance of traditional and non-traditional vehicles, formal and
informal means, and one-way and two-way channels and these can include such
channels:
3.0. Distribution networks
Existing Ministry Of communication & Transport networks including those of other
governmental sub sectors and their Representations, and Communication partners
(stakeholders) contacts list can play an important role in distributing the Ministry’s

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printed and electronic documents. The use of these networks is considered when active
distribution efforts are necessary to reach the target audience/s.

3.1. Internet-Currently – and also in the future - the Ministry uses the Internet as the
main communication Channel. Internet allows for rapid updates and easy access to
information. In fact, this channel is critical for the Ministry’s most important pro-active
communication tool, the website. In Addition, it is also essential for inquiries and
feedback. It will also be used for information exchange with companies and data holders.
The multi-faceted nature (electronic Documents, audio, video etc.) of the Internet makes
new tools for interaction with stakeholders
Possible (e.g. web-streaming and “webinars” - web conferences).
3.2. Conferences/ workshops/visits
Events organized by the Ministry or by third parties provide an important opportunity for
two ways Communication. They are vital in giving Ministry direct contact with its
stakeholders, allowing Dialogue and a channel of feedback with them. For these reasons,
the Ministry will regularly organize conferences and workshops, and will actively
participate in relevant events organized by other key players. These events are also
important for networking and for building working Relationships between the Ministry
and the stakeholders, in the industry.
3.3. Collaboration and networking
The Ministry is not acting alone in the field of Information Technology and
communication. It will Support other organization by making communication material
Available as well as other communication facilities. Some of its communication projects
may also be carried out in collaboration with external partners. Potential partners include
trade organization and other stakeholders. Joint or coordinated activities will be carried
out whenever they are feasible and yield mutual benefits.
Dissemination of information and documents, joint publications and events are other
potential areas for collaboration. The collaboration networks will diversify the
communication channels Available for the, Ministry of Communication and Transport to
reach target audiences across the country.

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4.0. Communication tools
4.1. Website
A website shall be managed by the Ministry in order to provide information on, and to
communicate about the organization’s Products and services. The website provides a
single Point of access to all relevant information, and a place to post news and announce
calls for Interest or for tender, and events. The site is continually updated and its contents
are targeted both for non-specialists and for informed audiences.
A website is to create additional sections (e.g. company sign-up, information
dissemination & classification and labeling), and to integrate them with the Existing
pages.
A Website has a multiple function- it can serve as on –line brochure providing services
and information for both suppliers and customers.

4.2. Publications
The Agency will print publications only when it needs to supply them for key events or
for a core distribution activity. A distribution plan will be established well before the
print-run is requested. The publications will therefore be limited to brochures, fact sheets
and posters, which are intended for non-specialist audiences, to technical reports for
industry and authorities. All publications intended for external distribution will be
published in electronic format. An electronic newsletter will be coined to enhance the
flow of information to external Stakeholders who have registered themselves to the
Agency are mailing lists. Public relations- Provides company with low cost route to
maintain contact with market when properly structured and managed.
4.3. Press Material
Press releases, Question and Answer documents, and background memos form the core
of the Ministry’s press material. Press releases and supporting background documents are
produced when broad media interest can be expected on a given topic. All press material
will be made publicly available on the Ministry’s web site and actively distributed

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through the established distribution lists. Short information entries in the News section of
the website are used to promote other topics and developments.
4.4. Measure and report results to drive accountability. To generate momentum
and quickly address challenges that may arise, measure progress against the “must wins”
– and report the results back to employees. Progress may be visually represented through
graphs or charts at each of the company’s locations as well as reinforced through CEO
messages and manager discussions.
4.5. Establish a system of reward and recognition. Constant recognition and
reinforcement provides much longer lasting performance improvement. This may take
place formally through performance evaluations and annual employee awards, and
informally through on-the-spot rewards from supervisors. The criteria should be
business-based measures (e.g., increased sales, reduced expenses, exceptional customer
service, etc.) as well as desired employee behaviors (e.g. teamwork, open
communication, flexibility, and accountability).

4.6. Stay the course and sustain communication. Effective communication is a matter
of discipline – the day-in, day-out conversations that address questions and issues
candidly. Use the messages and channels initially put in place to keep the information
flowing and continue the dialogue. By doing so on a regular basis, employees will have a
foundational understanding and context through which they can filter major business
changes, announcements, events, and news. (Source: Fleishman – Hilliard International
Page – 2, e - book)

5. CONCLUSIONS AND RECOMMENDATIONS

Therefore the following will be an effective channel to be used by the ministry of
communication & transport. The channels which can be effective used as a combination
of the other channels will contribute to the effectiveness of the organization.
Channels such as:
1. Customer suggestion and survey- this is vital in improving the enterprise
performance as well as improving the quality of product/service, offering new
products and new service development.

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 2. Corporate governance- it enables formal rules for the availability of
information to wide range of stakeholders.
3. Business plan it informs all stakeholders of where the enterprise has been and
sets clear goals for the future.
4. Annual reports- Can provide clear information about the company
performance and future direction., usually contain detailed information such
as financial figures, it uses visual information making it easier to understand,
shows the public the kind of organization it is and lastly it provides a written
record to refer back to
5. Review meetings-This is crucial in integrating key staff into operational &
strategies developments of the organization
6. Planning Meetings key suppliers/customers- it improves understanding of
suppliers/customer requirements improves integration with company
operations.
7. Notice board- by providing reference sites for regulatory notices, social
events company progress. The notices can contain diagrams, created in such a
way that they attract attention and lastly employees can easily read on their
break and it provides a written record
8. Newsletters- Provides stakeholders /potential stakeholders with continuing
information about the products and services
9. Customer Complaint system- Provides key communication on customer
perceptions of company and when properly handled can be positive sales tool.
10. Formal communications-email, letter, telephone & fax- need specific policy
to ensure that communication rather than time wasting element.
11. Premises Design-Involving staff in premises design can create environment
that stimulates communication.

Because these measures may be unpopular with the stakeholders; management should
make a concerted effort to explain the importance of communication .The minster should
be given a responsibility for developing a plan to effectively communicate.

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6. Bibliography

Bovee.T.Schatzman. (2006).Business Communication Today.7th Ed.Pearson Education.

India.
Communication skills www.businesscomnumcations.com/htt:ca

David Needle (2004).Business in Context: An introduction to business and its

environment. Thomas Learning. London.
Fleishman Hilliard - Business in a Technological World. Page – 2, e - book)

G.A Cole (2004) Management Theory and Practice. 6th ed.Thomas Learning, London.

Penrose MJ,Robert W,Rasberry,Robert J,Myers.(2005).Advanced Business

Communication .4th ed.Thomson Learning, India

Peter Stimpson (2002) AS Level and A Level Business Studies. Cambridge University
Press. London

Shirley Taylor (2005). Communication for Business. 3rd ed.Pearson Education. India.

Stephen P.Robbins, Mary Coulter (2007) Management.9th ed.Pearson Education’s.

Robert.C.Apple by (1995) Modern Business Administration .6th ed.Pitman Publishing.

London.

The 2001 OECD Ministerial report, The New Economy: beyond the
Hype, The World Bank Infrastructure report, Gerald Rulekere – 2005)

Seizing the benefits of ICT in a digital economy – 2003

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