An assessment of the relevance of organisational communication to organisational effectiveness: The case of Unifreight (2005 - 2011)

Abstract

This research study investigated the relevance of organizational communication on organizational effectiveness in Unifreight. The study came as a result of the poor performance of the company against other transport companies in the same industry. The main objective of the study was to determine whether or not the devastating performance of the company was due to communication systems failure. A secondary research was done to review literature related to communication and business effectiveness. The review covered previous authors view on aspects such as the flow of information, communication channels, barriers to communication and the types of communication. The study followed phenomenological and ontological research philosophies which provided theoretical and methodological rigour as well as practical relevance to the Unifreight case. The population for the study was 646 employees comprising of all managers, and non managerial employees from which a sample of 138 respondents were selected. Simple random stratified sample was conveniently selected. A total of one hundred and thirty eight (138) questionnaires were sent out, thirty (30) to Unifreight management and one hundred and eight (108) to its employees across the whole country. The overall response rate was 83%. The results of the survey were analyzed and collated using the spreadsheets. The study findings indicated that the overall communication environment is not conducive for effective communication and has resulted in Unifreight failing to attain its objectives. Management has failed to effectively create structures that facilitate improved communication and subsequently improved effectiveness.The study concluded that poor communication has had a negative effect on Unifreight‘s effectiveness. The researcher recommended that for Unifreight Ltd to improve effectiveness the artificial barriers to communication should be removed by having an open door policy. Management should also prioritise organisational communication as a strategic imperative.