THE IMPORTANCE OF THE ORGANIZATIONAL COMMUNICATION IN SOCIAL

ORGANIZATIONS FOR THE PROMOTION AND DEFENCE OF HUMAN RIGHTS:

THE CASE OF FESPAD

By Karen Alvares

Number 32

For several years it had existed in the Foundation of studies for the application of
the Derecho1 FESPAD the need to cannel in a single effort, what
communications were areas that made up the institution. Different circumstances
prevented the realization of this idea. However, it is in September 1998 that arises
the possibility of formulating and systematically promote an institutional
communications policy to integrate in it strategies and instruments of
communication, both at the organizational level and at the external level, it is then
that he started to work in its preparation.

Is in this context that is formulated, discusses and approves the policy of external
communications of FESPAD 1999-2001, opens a communications unit, is allocated
a budget for its operation and a social Communicator is hired full-time full. The
production and subsequent implementation of a communication strategy at internal
level is still pending.

The need for communication within the Organization

The organizational climate is important in every institution, this refers to the
existing environment among members of an organization, and is closely linked to
the degree of motivation of employees and indicates those aspects of the
organization that trigger different types of motivation among its members.

The organizational climate is favorable when it provides the satisfaction of personal

needs and moral elevation of members, and unfavorable when the motivation is
insufficient either frustration or impediment to the satisfaction of the needs, then
ensues the apathy, disinterest, discontent to degrees of aggressiveness
discontent, etc
There is a close relationship between motivation, perception and communication.
Communication between people is determined by the perception that they have of
themselves and of others, in particular situation and by the perception of the
moment, expressed from the point of view of motivation, the communicated idea is
closely related to the perceptions and motivations of the transmitter and receiver.

Interpersonal communication is an important area because it explores the human

interactions or influence in the behavior of people, is an area in which the individual
can do much to improve its performance and efficiency, therefore it is essential to
include a very special effort in the communications strategy.

Why a strategy of internal communication?

An internal communication strategy allow then FESPAD in the development of a

reliable communication system to share plans, problems and achievements of the
organization. A communication strategy that in addition to enhance interpersonal
relations would enable its workers and move towards what happens in moments in
which the changes may seem arbitrary or violent; it is also important that they can
question What happens and feel listened to and heard in an internal democratic
environment.

FESPAD acknowledge and agree at the end of the year 2001 the levels of formal
communication are handled internally are flawed and even confusing. You can say
the same for interpersonal communication and also added that the atmosphere
that existed at that time made it difficult obtain strategic results of a higher quality,
since there was a lack of motivation and some apathy on the part of some of its
workers in that period institutional.

With the development and immediate implementation of an internal communication

strategy seeking solution to a series of problems related to the lack of a fluid and
horizontal communication for inside of FESPAD, and which had been the basis of
deficiencies in institutional strategic planning processes. These problems were:
 Lack of identification with the institutional mission
Absence of a process of induction or welcome for the new staff of the
institution.
Lack of mechanisms for integration of the work of the different centers.
Targeting of information, does not fall to lower levels.
Practical verticalistas and centralists in institutional information
management.
Breach of procedures.
Failure mechanisms of call for meetings
Breach of decisions agreed in meeting of committees.
Relationships unresolved problems.
Lack of training of staff having relations with users of the institution
Few spaces for the integration of the personnel.
Misinformation and circulation of rumors about places

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