03commforum Sedak Dijanic Jurcic PDF

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Changes of the Informal Internal Communication

in the Example of the Political Academy of the Croatian Statehood Foundation 2007-2015
Kristijan Sedak, Anemarija Dijani, Ivan Jurii
CHANGES OF THE INFORMAL INTERNAL

COMMUNICATION IN THE EXAMPLE OF THE POLITICAL
ACADEMY OF THE CROATIAN STATEHOOD
FOUNDATION 2007-2015
Original Scientific Paper
Kristijan Sedak, M.A.

Croatian Statehood Foundation, Zagreb, Croatia
kristijan.sedak@unicath.hr
Anemarija Dijani, B.A.

Ministry of the Interior, Croatia
anemarija.m@gmail.com
Ivan Jurii, M.A.

juricic.ivan@gmail.com
Summary
The Political Academy was founded in 2007 as a department within the Croatian Statehood
Foundation with the aim of providing lifelong education, offering its students the knowledge, skills
and tools of contemporary political management. Every year, about 45 students are admitted from all
of the Croatian counties. So far, 330 students have enrolled in the Academys program. Students
communicate among themselves and exchange information. Formal internal communication is still
based on the classic mailing lists and group messages. Every generation of students is on average
younger than the previous one, which, together with general development and the ever-improving
possibilities of communication, also has an impact on the informal internal communication of the
students. The research based on survey-collected data will show that the newer generations
increasingly use modern, more advanced communication tools, primarily social networks and mobile
applications, for the exchange of text messages, photographs, video clips etc., not only when
communicating among themselves, but also in formal communication with the administration and the
lecturers at the Academy.
Keywords: internal communication, Political Academy, students, transfer of information, social

networks, mobile apps
Communication Management Forum 2015

Reconciling the Traditional and Contemporary: The New Integrated Communication
39
1. Introduction
The way in which companies, businesses and other organizations communicate is in many
ways specific for each case, mostly based on their respective target audience. The increasing
importance of the quality of relationships with the participants in the communication process
gradually developed an awareness of successful communication with the people who make up
a particular organization; people who work for it or form its internal public. The purpose of
this paper is to present internal communication as an integral part of business communication
strategies, used as a foundation for developing the public image of the organization, and to
explore the changes which occurred in the internal informal communication in the last ten
years based on the example of the Political Academy of the Croatian Statehood Foundation.
Communication within organizations is a process which takes place independently of the
hierarchical level, and regardless of whether it is managed or not. Faulty communication is a
common cause of mistakes and business failures. Organizations tend to include modern means
of communication into their communication channels to make the messages from the
management structures easier to understand. Globalization and modern technologies have also
had a great impact on internal communication by changing the habits of the employees and
the information flow between them. Real time communication, accessibility and free usage
are the key properties of modern internal communication.
High-quality internal communication, however, is not strategically important only because of
the vertical transmission of information. Well-informed employees are more likely to be
happy and, as such, to have a positive effect on the image of the company. This makes them
have a better understanding of their role within the organization that they work for, but also of
the missions and goals of the organization itself, the ones that they help to achieve with their
work.
2. About the Political Academy of the Croatian Statehood Foundation
The Political Academy was founded in 2007. It is designed as a one-year program of lifelong
political education. Students of the Political Academy gain modern and practical knowledge
and skills from political management that they can immediately use in their everyday political
and professional activities. (Vodi kroz program Politike akademije) So far, 330 students

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have enrolled in the Academys program. Due to the nature of the classes and the fact that
many of the students travel from different parts of Croatia, participants communicate
intensively among themselves and share information important for their education. The most
commonly used communication methods for formal internal communication are classic
mailing lists and group messages.
3. Theoretical Framework
3.1. Communication
The slogan of the former College for Public Relations and Media Studies Kairos
Communication is essential best describes the fundamentals of modern communication. It
is impossible to do anything without it. When talking about communication, most people
primarily think about the exchange of verbal messages; however, communication experts
would argue that people communicate with their whole appearance, behavior and other
characteristics. To achieve successful communication, it is not enough to simply verbalize a
message; it is also important to put it in a context which helps to understand its meaning.
Technological advancements brought with them another dimension of communication by
making the whole process of information circulation much faster, and by creating a large
number of new channels which enable their users to exchange information almost
instantaneously, thus making it much more complicated.
As emphasized by erepinko (2011, 13), most definitions describe communication as a

process or as creation of meaning, or a transfer of a particular information or message, and
very often as a combination of two or even all the three views together.
Communication is one of the key activities in management and the basis of businesses, which
gives it a strategic importance. On the one hand, an organization projects its reputation on the
external public through its operations and communication, while, on the other hand, a
successful implementation of business process also depends on the understanding of the
attitudes and needs of the internal public.

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3.2. Business Communication
Cutlip, Center and Broom (2010, 459) state that public relations in every profit-dependent
organization must be economical and must follow the formula of successful competition. As
Sreko Prusina, the head of Foundations Board that implements the program of the Political
Academy, emphasized in an interview, their internal communication is not aimed at efficiency
or profit. The internal communication within the Political Academy serves only to create a
positive atmosphere, the so-called sense of us and an efficient and fast information transfer,
or, in other words, information transfer under the internal conditions. Most of that type of
communication is neither initiated by the Board nor is it under its influence, and it takes place
independently of it. This does not mean that internal communication is not a subject to the
common given corporate goal. In the case of the Political Academy, we are talking about:
unity, democratic standards, the national interest and the common good.
Conscious enterprises take care of their own communications, which can be seen through the
existence of specialized organizational units by which an individual company sends relevant
information and communicates with its public. There is also an increasing number of experts
who specialize in specific types of communication, such as crisis communication, internal or
the so-called in house communication, communication with the virtual community etc.,
whose importance is recognized in the business world. Communication, regardless of whether
it is being regulated or left on its own, will always exist.
Business communication obeys specific rules. By adhering to the particular standards and
protocols, it is possible to achieve many advantages and to make the process of
communication easier. Uniformed and recognizable rules open up the possibility of efficient
communication with a large number of participants who come from different milieus. This
also ensures the efficiency of information exchange and lowers the possibility of
misinterpretations. That is the reason why business communication is highly standardized.
Modern technologies, either cheap or free and available to everyone, determine modern
communication. The devices themselves, and with them the communication channels, are
transferred to the individual users, which enables the exchange of messages on a personal
level, thus transcending former constrains of space and time. At the same time, the balance of
power among the media, as means of public communication, is changing with the rapid rise of

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electronic media. Through this electronic media, it is possible for a receiver of information to
participate in public discussions from a personal point of view. The segment of
communication that significantly gained on importance with the technological development is
speed.
The larger the company is, the larger the number of information necessary to convey credibly
and as fast as possible. Still, complex corporations are not the only organizations who benefit
from internal communication development. Smaller businesses and other organizations can
use developed internal communications to receive the feedback that can help in setting the
direction of the business, and there lies the importance of internal communication.
3.3. Internal Communication
Just like many other segments of public relations, internal communication, as one of its
specialized branches, has its beginnings in journalism. Large corporations, which had a large
number of employees, created informative materials about themselves in order to provide
extra information to their employees and to motivate them to successfully perform their daily
tasks. Today, the basic idea behind internal communication remains the same, but modern
communication technology has opened more communication channels. Skoko (2006, 259)
says in his introduction on internal communication that companies used to inform their
employees about business news exclusively through bulletin boards or public gatherings.
Nowadays, the writing skill in terms of composing publication materials according to criteria
based on classical media is no longer enough. New communication channels open up a
multimedia access with the possibility of immediate response.
Lewis (1987) defines communication as an exchange of messages which come from an
exchange of opinions between the sender and the receiver. Communication in an organization
is an exchange of those messages, ideas and opinions within the structure of an organization
between managers, employees and everyone connected to them, who use modern
communication technologies and media for information transfer (as cited in Skoko 2006,
260). Therefore, internal communication refers to communication between levels of company
management, vertically among employers and employees and horizontally among employees
themselves. It is important to note that this needs to be a two-way process, which means that
its participants need to consider each other as equals. The exchange of information between

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them is aimed towards further improvement of relations in the organization and the quality of
the organization itself.
3.3.1. The Goals of Internal Communication
Internal communication must work in accordance with the following ultimate goals: employee
satisfaction, informed employees, introducing the employees to the organization culture of the
company, reduced feeling of injustice related to the distribution of resources, rewards, jobs
and tasks, positive connection and loyalty to the organization. Its important to stress the two
basic goals of internal communication: supporting the goals of the organization and gaining
the support of the internal public. Successful internal communication additionally motivates
employees, ensures their informedness, also improving other processes within the
organization as well as its efficiency.
3.3.2. The importance of internal communication
The importance of internal communication comes from the constant changes that every
company, institution or organization goes through. The changes happen as a result of the
human factor (coming or leaving), constant technological innovations and globalization. That
is why it is important to maintain permanent and systematic internal communication so that
the employees can react to those changes positively and swiftly. Employees often
unconsciously reject those changes because they are not informed or motivated enough when
it comes to the goals of those changes. One should also consider the psychological momentum
which prevents adjustments, a fear of the unknown and changes, which is a part of human
nature. The quality of internal communication is reflected in the speed of information transfer,
the capability of accepting them, speed of reaction and the ability to apply the newfound
knowledge.
Robson and Tourish (2005, 20) claim that there is significant evidence in literature supporting
the idea that internal communication helps to increase the probability of organizational
success. Hargie and Tourish (2002, 15) cite research which shows that improved
communication leads to a larger number of organizational benefits. Quinn and Hargie (2004,
18) also agree that the key aspect of a quality internal communication lies in the relations that
those organizations have, meaning that a quality internal communication is a part of
organizational effectiveness. Dickinson, Rainey and Hargie (2003, 5) claim that there is a

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large number of research cases which connect improvement in communication practice in an

organization with a wide range of positive results (as cited in Tkalac Veri, Poloki Voki,
Sini, 2006, 4)
Employees are the best and most credible ambassadors of an organizations goals because it is
their work that creates the perception of what an organization wants to communicate towards
the outer public. That reiterates the importance of a quality communication with internal
public. Moreover, informal channels of internal communication can fill the empty space not
adequately filled by the formal ones. Employees or members of an organization can transfer
certain information to an interest group or certain people in a more credible way. When it
comes to the Political Academy of the Croatian statehood foundation, most of the students
found out about the possibility of admission and the basic information from students from
previous generations.
The distribution of tasks and expectations, as well as a desired image towards the exterior
public, is also communicated internally. This does not only mean a restrictive code of
conduct, but also an internal and horizontal transmission of information and positive practice,
expectations and impression of what is acceptable and what is not, which employees, or in
this case students, transfer to one another.
According to Jablin, Putnam, Roberts & Porter (1987), it is usually expected of an expert on
internal communication to fulfill one or more of the following parts: effectiveness (transfer of
information about the activities of a company), joint significance (improving common
understanding about the goals of the company among employees), making connections
(clarifying the duties and activities of the employees) and satisfaction (increasing the
satisfaction with the business in the entire company. A communication climate, according to
uanj ulenti (2014, 61) can be defined as a subjectively experienced quality of the
internal environment of an organization. The basic factors of a communication climate are
openness, trust and the availability of communication, the way the employees are treated, as
well as standards of mutual interaction, adequacy of information, participation in decision
making, the possibility of influence etc. (Rogers, 1987).
This paper describes informal, horizontal, group, written, digital communication of individual
generations of students at the Political Academy of the Croatian Statehood Foundation. The
topic is informal communication, which rapidly changes and adapts to the new technologies
and its end user, because it doesnt necessarily need to answer to all of the demands of an

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organizational system. Communication between students was mostly directed towards getting
information about the Academy and class content.
Thanks to the internal public, the Academy has become a sort of a brand of political education
in Croatia that is based on demochristian principles. That means that there is no need for extra
advertising for admissions to the Academy because the interest surpasses the Academys
capacities. Positive image and reputation were created by quality, primarily the quality of the
relationship between the administration and the students, but the image of that relationship
has been transferred to future candidates from prior generations. Each year, hundreds of
candidates apply to study at the Academy. The educational program only allows for two
candidates from each county every year.
The Board of the Political Academy of the Croatian Statehood Foundation sends its students
basic information about classes, schedules, teachers and student trips abroad. Students are
familiarized with their rights and duties in the Guide through the Program of the Political
Academy. The Guide both gives information and motivates the students to be passionate and
as successful as possible in their attendance and exams. It also provides basic information
about financing and international partners who support the organization of the Political
Academy.
What the Guide doesnt contain at all are directions regarding, for example, the dress code
and similar rules enforced by the Board. Even though such directions do not exist in the
Guide, each generation is, as we found out from an interview with Mr. Prusina, very specific
and quite uniformed. A similarity in both style and behavior among the students of the same
generation has also been noticed. Furthermore, its important to highlight the difference
between certain generations which has not been caused or encouraged by the Board. All of the
mentioned changes are a result of the influence of students from the same generation on each
other.
In the interview, Prusina highlighted the open, regular and permanent two-way
communication and interaction with the students of the Academy as the fundamental
prerequisite for changes and improvements of the Academys program.

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4. Research
4.1. Hypotheses
Hypothesis 1: Each generation of students chooses their ways of internal communication

independently and mutually according to the availability and simplicity of usage of certain
tools.
Hypothesis 2: Each generation of students is in average younger than the previous one.
Hypothesis 3: Newer generations use newer, more advanced tools in mutual communication,
primarily social networks and mobile apps for exchanging messages, photographs and video
clips.
4.2. Methods and Results
Research methods used to gather the data for this paper were a questionnaire (online) and
meta-analysis. In the beginning the authors made an interview with Sreko Prusina, the head
of Foundations Board. The interview was a preparation for a better questionnaire. The
authors found out information about regular communication of the Board with participants,
the average participant and the way the Board encourages communication among participants.
When collecting relevant data for this study it was necessary to choose an appropriate
instrument that would bypass several limitations. First of all, it was necessary to bridge the
geographical distance of the respondents, as the participants of the Political Academy come
from all Croatian counties. Since the structure of the participants is composed of people of
different lifestyles and obligations, from the student population, to the family and business
people, an appropriate research method should be available to everyone equally and be
designed in a way that does not take away too much time to participate. As the most practical
method that requires minimum effort and resources to implement, we selected a network
questionnaire or an online survey. The survey itself is in the literature most often described as
a method of gathering information, data, views and opinions on the basis of a questionnaire,
while here it is its electronic version. Thus, the survey is sent directly to the respondents via e-
mail, and a special application (Google Form Docs) processes the collected results. Although
the most common deficiency is a low turnout and that it rarely can ensure representativeness,
in this case this is a group of respondents who do not make the broad population but a group

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of people in which there is already a certain degree of uniformity, integration and a certain
sense of belonging. Moreover, from the experience of the communication between the Board
and the students, and due to the availability of the Internet to all students of the Political
Academy, it turned out that such a survey can be carried out.
Meta-analysis is a statistic and analytic method which combines and synthesizes different
independent studies and combines their results into a single result. It has helped the authors to
adjust previous research results and integrate them into this paper.
The authors sent a link via e-mail to the questionnaire to all 330 participants of the Political
Academy. The questionnaire comprises 13 closed-ended questions. The questions are closed-
ended because that makes them easier to process and group answers in comparison to
expected answers.
In the timespan between March 12th to March 27th 2015, 159 questionnaires have been
answered, out of 330 invites sent by e-mail. Each of the eight generations of the Academy had
a good number of respondents. 86 of the respondents were male (54.1%), and 73 were female
(45.9%), but the difference between the number of male and female respondents was not
relevant for the paper (see Graph 1).
The oldest students joined in the first three generations. Each generation is, on average,
younger than the previous one. The youngest students are in the last, eighth generation. Most
of the students, 79 of them (49.7%) were born between 1975 and 1985 (see Graph 2). The
vast majority of them (89.3%), named e-mail as a regular means of communication with the
Board of the Political Academy. The second most frequent answer was by telephone (6.9%)
see Graph 4).
89.3% of the respondents also communicated via e-mail with the lecturers at the Academy.
Therefore, we can make the conclusion that most group and individual communication is
done by e-mail, while not one of the respondents communicates with his/her lecturers via text
messaging. This particular question indicated that students, or the respondents, communicate
with their lecturers and the Board almost identically. A vast majority of respondents says that
this sort of communication was satisfactory (see Graph 5 and Graph 6).
Individual communication between the respondents and their colleagues, students of the same
generation of the Academy, is mostly done on the social network Facebook (32.1%) and by
telephone (31.4%). (See Graph 7). Group communication is mostly done through classic
group e-mail (47.2%) and Facebook (43.4%). The answers to this question showed that very

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few of respondents, only 15% of them, choose text messaging, Viber, WhatsApp and
telephone call as their means of communication (see Graph 8).
96 respondents (60.4%) claimed that they had chosen that channel because it was available to
everyone. Only 17.6% of respondents said that the main reason behind their choice was the
fact that that particular tool offered all the needed options for sending messages. According to
the respondents, that communication was not necessary about formal (serious) topics (75.5%)
(see Graph 9).
To transmit serious and formal information, for example information about changes in
schedule, homework or exams, most students use classic e-mail messages. The social network
Facebook is mostly used for informal content, such as making arrangements for socializing
out of class and so on, while the respondents use tools like Viber, WhatsApp, text messaging
and phone the least.
80% of the respondents consciously and purposely use separate channels of group
communication for serious (formal) and fun (informal) content. 72.3% of the respondents
knowingly choose a different communication channel than the one for informal
communication, even though they know there is a possibility that it is not available to
everyone. Therefore, they feel that separating the channels according to content is more
important than the availability of the tools (and information) to the entire group (see Graph 10
and Graph 11).
The first generation of students at the Academy almost exclusively uses e-mail for individual
and group communication with fellow students.
Half of the respondents from the second generation choose the phone as the means for
individual communication. Other answers equally include Facebook and communication via
e-mail. In the second generation, Facebook is the chosen and accepted channel of
communication for a third of the respondents.
When it comes to the third generation of students, there is no established way of individual
communication among students. They use the phone, conversation, text messaging, e-mail,
WhatsApp and other channels. Group communication is almost exclusively done through e-
mail. These are the results of a big group which did not become a team (interview: Sreko
Prusina). In 2009, an exceptional number of 87 students were accepted into the Academy.
One quarter of fourth generation respondents uses Facebook for group communication. 50%
of the fifth generation has chosen Facebook for individual internal communication. Most of

49
the informal group communication is also done on Facebook, and for more serious topics,
they returned to using the e-mail because of its availability and the desire to include all
students of that generation.
The sixth generation mostly uses the mobile application WhatsApp for individual
communication, while they choose e-mail for group communication.
The seventh generation uses Facebook to communicate with the entire group, and for faster
group communication, they choose the mobile application WhatsApp. WhatsApp is also the
most common means of individual communication.
The eight generation almost exclusively uses Facebook in both individual and group
communication. A trend of attempted usage of Facebook in communicating with the Board of
the Academy has also been noticed.
5. Conclusion
The Board, even though it has its official pages of the Croatian Statehood Foundation on the
social network Facebook, considers communicating via Facebook to be informal and it is
avoided as a two-way channel of communication. This will obviously be a challenge which
will have to be made clear to future generations considering the trends.
We can conclude that there were changes and advances towards newer and more advanced
technologies in every generation, and those advances are mostly visible in individual
communication, where newer technologies were accepted sooner, while innovations in group
communication tend to be slower.
All three hypotheses have been confirmed by the results of this research, because every
generation of students chooses its way of informal internal communication individually and
independently. The research has also shown that, as stated in the second hypothesis, each
generation of students at the Political Academy is younger than the previous one and that
newer generations use more advanced tools in mutual communication, primarily social
networking sites, mobile applications for exchanging messages, photographs and video clips.
No correlations between socio-demographic characteristics of the sample and the
communication habits could be noticed.
The authors conclude that each, generally younger generation of students, independently
chooses new and more advanced (faster, simpler, more affordable) tools every year. That has

50
also proven the existence of constant change which affects communication, to which one
should respond with constant adjustments.
5.1. Recommendations for Further Research
The authors suggest researching whether the separation of tools and communication channels
for formal and informal content is a result of the desire to be certain that the two types of
content will not mix, or the desire to emphasize the importance of formal content which could
be lost in a probably large amount of informal content.
5.2. Recommendations for Improvement of Internal Communication at the Political

Academy
Instructions given to newer generations by the Board of the Political Academy would greatly
speed up the establishing of a functional internal communication system, which would be
acceptable and available to all students. It could contain non-binding information about
experiences from previous generations. Furthermore, the authors consider using newer
technologies in the communication between the Board and the students to be extremely
practical and important for a faster consumer (the student at the Political Academy).
Conditions such as written evidence, personality and formal approach can easily be met with
modern technologies which are going to be more accepted and available to young, future
generations of students.
6. Reference List
Cutlip, S. M., Center, A. H. & Broom, G. M. (2010). Uinkoviti odnosi s javnou.

Zagreb: Mate d.o.o.
erepinko, D. (2011). Komunikologija kratki pregled najvanijih teorija, pojmova i
principa. Varadin: Veleuilite u Varadinu.
Hargie, O. & Tourish, D. (Eds.) (2002). Handbook of communication audits for
organizations. London: Routledge.
Jablin, F. M., Putnam, L. L., Roberts, K. H. & Porter, L. W. (1987). Handbook of
Organizational Communication. Newbury Park, CA: SAGE Publications.

51
Quinn, D. & Hargie, O. (2004). Internal communication audits: A case study. Corporate
Communication, 9 (2), 146-58.
Robson, P. & Tourish, D. (2005). Managing internal communication: An organizational
case study.Corporate Communications: An International Journal, 10 (3), 213-22.
Rogers, D. P. (1987). Relationships between communication climate variables and
organizational commitment: the case of a food processing plant. In: Hoy, F. (Ed.) Best
Papers -Proceedings, (pp. 230-234). New York: Academy of Management.
Skoko, B. (2006). Razumijevanje odnosa s javnou. Zagreb: MPR.
Tkalac Veri, A., Poloki Voki, N. & Sini, D. (2006). Razvoj mjernog instrumenta za
evaluaciju zadovoljstva internom komunikacijom u organizacijama. Zagreb: Ekonomski
fakultet Zagreb.
Politika akademija (2007). Vodi kroz program Politike akademije. Zagreb: Zaklada
hrvatskog dravnog zavjeta.
7. Appendices
M
F
Graph 1: Respondent gender

52
1945-1955->1
1955-1965->3
1965-1975->13
1975-1985->79
1985-1990->44
Graph 2: Respondent age
35
30
25
20
15
10
5
0
1 -> 13 2 -> 19 3 -> 20 4 -> 14 5 -> 20 6 -> 13 7 -> 27 8 -> 33
Graph 3: Generation of the Political Academy
150
100
50
0
SMS -> 2 Facebook -> 1 Telephone -> Other -> 3 E-mail -> 142
11
Graph 4: Communication channel used with the Board of the Political Academy

53
150
100
50
0
SMS -> 0 Facebook -> 1 Telephone -> 5 Other -> 11 E-mail -> 142
Graph 5: Communication channel used with the lecturers at the Academy
200
150
100
50
0
YES -> 153 NO -> 6
Graph 6: Satisfaction with the type of communication with the Board and the lecturers at the Political
Academy
60
40
20
0
SMS -> 8 Facebook -> Telephone - Other -> 3 E-mail -> 30 Whatsapp > Viber -> 2
51 > 50 15
Graph 7: Method of individual communication with colleagues, students at the Political Academy

54
80
60
40
20
0
SMS -> 2 Facebook -> Telephone - Other -> 2 E-mail -> 75 Whatsapp > Viber -> 2
69 >3 6
Graph 8: Method of group communication with colleagues, students at the Political Academy
120
100
80
60
40
20
0
YES -> 39 NO -> 120
Graph 9: Question: Was communication among students exclusively about serious matters?
140
120
100
80
60
40
20
0
YES -> 128 NO -> 31
Graph 10: Question: Did they use different channels of group communication for serious and informal
content?

55
150
100
50
0
YES -> 115 NO -> 44
Graph 11: Question: Was the communication channel for informal group communication chosen by
the students themselves available to all students?


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38

Changes of the Informal Internal Communication

CHANGES OF THE INFORMAL INTERNAL

Original Scientific Paper

Kristijan Sedak, M.A.

Anemarija Dijani, B.A.

Ivan Jurii, M.A.

Keywords: internal communication, Political Academy, students, transfer of information, social

Communication Management Forum 2015

2. About the Political Academy of the Croatian Statehood Foundation

Communication Management Forum 2015

As emphasized by erepinko (2011, 13), most definitions describe communication as a

Communication Management Forum 2015

3.2. Business Communication

Communication Management Forum 2015

3.3. Internal Communication

Communication Management Forum 2015

3.3.1. The Goals of Internal Communication

3.3.2. The importance of internal communication

Communication Management Forum 2015

large number of research cases which connect improvement in communication practice in an

Communication Management Forum 2015

Communication Management Forum 2015

Hypothesis 1: Each generation of students chooses their ways of internal communication

4.2. Methods and Results

Communication Management Forum 2015

Communication Management Forum 2015

Communication Management Forum 2015

Communication Management Forum 2015

5.1. Recommendations for Further Research

5.2. Recommendations for Improvement of Internal Communication at the Political

Cutlip, S. M., Center, A. H. & Broom, G. M. (2010). Uinkoviti odnosi s javnou.

Communication Management Forum 2015

Graph 1: Respondent gender

Communication Management Forum 2015

Graph 2: Respondent age

Graph 3: Generation of the Political Academy

Communication Management Forum 2015

Graph 5: Communication channel used with the lecturers at the Academy

Communication Management Forum 2015

Communication Management Forum 2015

Communication Management Forum 2015

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