This study investigates the type of relationship that exists between internal organizational communication and internal organizational structure and the potential effect they might have on the employees’ level of organizational communication satisfaction in two Moroccan institutions of higher education.
Data for the present study are collected from 76 employees who successfully completed the instruments. A mixed-method case study design is used for the collection, the analysis, and the interpretation of data with concurrent triangulation methodology as a research strategy. The quantitative and the qualitative data gathered are described and analyzed using descriptive as well as inferential statistics. The findings indicate that there is a strong negative relationship between internal organizational communication and internal organizational structure.
The majority of the respondents are satisfied with communication within the case organizations and use a mixture of formal and informal internal organizational communication as well as an ambidextrous internal organizational structure. The results show that there are also statistical differences among the employees’ level of organizational communication satisfaction based on various demographic variables.
An organization’s image is especially critical to its internal audience because employees’ perception of the organization influences their morale, productivity, goal execution, and overall satisfaction. Therefore, organizational leaders must evaluate the most effective ways to ensure that employees have a positive perception of the organization and how they are satisfied with the IOC within the organization. Here comes into play the salience of organization communication satisfaction (henceforth OCS). This can be quite challenging since peoples’ perceptions are influenced by a wide range of factors and personal attributes as researchers have found that internal organizational structure (henceforth IOS), leadership style, decision-making processes, and relationships significantly influence employees’ level of OCS in an organization as well as its effectiveness.
Table of Contents
General Introduction
A. Statement of the Problem
B. Research Questions and Hypotheses
C. Methodology
D. Rationale
E. Objectives
F. Organization
1. Review of the Literature
1.1 Organizational Communication
1.2 Organizational Communication Approaches
1.2.1 Founding Approaches
1.2.1.1 Classical Approaches
1.2.1.2 Human Relations Approaches
1.2.1.3 Human Resources Approaches
1.2.2 Contemporary Approaches
1.2.2.1 Systems Approaches
1.2.2.2 Cultural Approaches
1.2.2.3 Critical Approaches
1.3 Summary
1.4 Internal Organizational Communication, Internal Organizational Structure and Organizational Communication Satisfaction
1.4.1 Internal Organizational Communication
1.4.1.1 Importance of Internal Organizational Communication
1.4.1.2 Dimensions of Internal Organizational Communication
1.4.2 Internal Organizational Structure
1.4.2.1 Internal Organizational Structure Types
1.4.2.2 Dimensions of Internal Organizational Structure
1.4.3 Internal Organizational Communication and Internal Organizational Structure
1.4.4 Organizational Communication Satisfaction
1.4.4.1 Organizational Communication Satisfaction and Internal Organizational Communication
1.4.4.2 Organizational Communication Satisfaction and Internal Organizational Structure
1.5 Summary
2. Methodology
2.1 Research Questions and Hypotheses
2.2 Research Design
2.3 Research Variables
2.4 Case Study Setting
2.5 Sample and Sampling Procedure
2.6 Research Instruments
2.6.1 Questionnaire
2.6.1.1 Demographic Questionnaire
2.6.1.2 Internal Organizational Communication Questionnaire
2.6.1.3 Internal Organizational Structure Questionnaire
2.6.1.4 Organizational Communication Satisfaction Questionnaire
2.6.2 Semi-Structured Interview
2.6.3 Translation of the Instruments
2.7 Data Collection Procedure
2.8 Data Analysis Tools
2.9 Pilot Study
2.10 Validity and Reliability Issues
2.10.1 Reliability
2.10.2 Validity
2.10.2.1 Content Validity
2.10.2.2 Construct Validity
2.10.2.3 Internal Validity
2.10.2.4 External Validity
2.11 Summary
3. Data Description and Analysis
3.1 Findings of the Questionnaire
3.1.1 Exploratory Factor Analysis and Internal Reliability of the Questionnaire
3.1.2 Findings of the Demographics Questionnaire
3.1.3 Findings of the IOC Questionnaire
3.1.3.1 Reliability of the IOC Questionnaire
3.1.3.2 Comparison of the Two Organizations on IOC
3.1.4 Findings of the IOS Questionnaire
3.1.4.1 Reliability of the IOS Questionnaire
3.1.4.2 Comparison of the Two Organizations on IOS
3.1.5 Findings of the OCS Questionnaire
3.1.5.1 Reliability of the OCS Questionnaire
3.1.5.2 Comparison of the two Organizations on OCS
3.2 Research Hypothesis One: IOC Relationship with IOS
3.3 Research Hypothesis Two: IOC Impact on OCS
3.4 Research Hypothesis Three: IOS Impact on OCS
3.5 Research Hypothesis Four: OCS and Demographic Variables
3.5.1 The Gender Factor
3.5.2 The Supervisory Responsibility Factor
3.5.3 The Tenure factor
3.5.4 The Age Factor
3.5.5 The Diploma Factor
3.5.6 The Service Factor
3.6 Summary of the Quantitative Findings
3.7 Findings of the Semi-structured Interview
3.7.1 Findings of the Demographics Section
3.7.2 Patterns and Themes in the Semi-Structured Interview
3.7.2.1 Relationship between IOC and IOS
3.7.2.1.1 IOC and Centralization
3.7.2.1.2 IOC and Stratification
3.7.2.1.3 IOC and Formalization
3.7.2.1.4 IOC and Complexity
3.7.2.2 Relationship between IOC and Employees’ Level of OCS
3.7.2.3 Relationship between IOS and Employees’ Level of OCS
3.7.2.3.1 OCS and Centralization
3.7.2.3.2 OCS and Stratification
3.7.2.3.3 OCS and Formalization
3.7.2.3.4 OCS and Complexity
3.7.2.4 Relationship between Demographic Variables and Employees’ Level of OCS
3.8 Summary of the Qualitative Findings
3.9 Summary
4. Discussion, Interpretation and Implications
4.1 Discussion and Interpretation of the Results
4.1.1 IOS Dimensions and IOC Dimensions Relationship
4.1.1.1 IOC Components: Formal IOC and Informal IOC
4.1.1.2 IOS Components: Centralization, Formalization, Stratification and Complexity
4.1.1.3 IOC Composites and OCS Composites Relationship
4.1.1.4 Overall IOC and Overall IOS
4.1.2 Relationship between IOC and Employees’ Level of OCS
4.1.2.1 OCS Dimensions
4.1.2.2 IOC Composites and OCS Composites Association
4.1.3 Relationship between IOS and Employees’ Level of OCS
4.1.4 Predictive Link between Demographic Variables and Employees’ Level of OCS
4.1.4.1 OCS Differences According to Gender
4.1.4.2 OCS Differences Based on Employees’ Supervisory Responsibilities
4.1.4.3 OCS Differences Based on Employees’ Tenure
4.1.4.4 OCS Differences Based on Employees’ Age
4.1.4.5 OCS Differences Based on Employees’ Diploma
4.1.4.6 OCS Differences Based on Employees’ Service
4.2 Implications
4.3 Summary
5. General
Conclusion
References
Research Goals and Themes
The primary goal of this dissertation is to investigate the internal relational aspects within two Moroccan higher education institutions—the Faculty of Law and Economics, Meknes (FLEM), and the National School of Agriculture, Meknes (NSAM)—and to assess how internal organizational communication (IOC) and internal organizational structure (IOS) influence employees' organizational communication satisfaction (OCS).
- The relationship between internal organizational communication and organizational structure.
- The impact of communication patterns and organizational structure on employee satisfaction.
- The influence of demographic variables (gender, tenure, age, etc.) on organizational communication satisfaction.
- The application of mixed-methods research (questionnaires and interviews) in an academic institutional context.
Excerpt from the Book
1.1 Organizational Communication
Before embarking on the definition of the concept organization, it is deemed important to delineate the particularities of the related term organizing in an attempt to set the scene for OC as the central concept of this section. To this end, Urwick (1952) considers organizing as “the process of designing the machine” (reported in Swansburg & Swansburg, 2002, p. 297). This echoes the classical approaches to OC and how these approaches view job and the organizational actors. The word “process” in Urwick’s (1952) definition permits personal alterations including clear instructions of job duties, responsibilities, types of social and organizational relationships, and criteria of organizational achievement. The objectives of a department, service or unit are facilitated when organizing is seen as another side of organizational structure as Naidu (2006) notes: “Organizing refers to the creation of the formal structure of the enterprise in order to facilitate the fulfillment of its objectives” (p. 71).
From a different perspective, Swansburg (1986) states that organizing “is the grouping of activities for the purpose of achieving objectives” (p. 321). The supervision mission of these groupings is assigned to a manager with authority for directing and coordinating the efforts of different levels of organization towards attaining organizational objectives. Fineman et al. (2005), in this sense, claim that whether an individual has a formal job or is part of “organizing in project groups at school, sports meetings, family holidays, Christmas dinners, pub crawls, cinema outings with friends, trips to clubs and so forth” (p. 1), s/he tends to be socially acquainted with the peculiarities of organizations.
Summary of Chapters
General Introduction: This section provides the background, problem statement, research questions, and the methodological approach of the study regarding organizational communication in Moroccan higher education.
1. Review of the Literature: This chapter establishes the theoretical foundation by defining organizational communication, its various approaches (classical, human relations, systems, etc.), and the interplay between communication, structure, and satisfaction.
2. Methodology: This chapter outlines the research design, including the mixed-methods approach, the data collection instruments, and the procedures used to survey the employees at the two case institutions.
3. Data Description and Analysis: This chapter presents the statistical results from the quantitative questionnaires and the findings from the qualitative semi-structured interviews, detailing the relationships between the study's core variables.
4. Discussion, Interpretation and Implications: This chapter critically examines the research findings, interpreting their meaning in the context of previous studies and providing implications for organizational management practice.
5. General Conclusion: This chapter summarizes the entire dissertation, highlights the study's contributions to the field, and acknowledges its limitations.
Keywords
Internal Organizational Communication, Organizational Structure, Organizational Communication Satisfaction, Higher Education, Morocco, Mixed-methods research, Concurrent Triangulation, Organizational Behavior, Management, Employee satisfaction, Case Study, Organizational Culture, Formal Communication, Informal Communication, Organizational Performance.
Frequently Asked Questions
What is the fundamental subject of this dissertation?
The dissertation examines the complex interplay between internal organizational communication (IOC), internal organizational structure (IOS), and organizational communication satisfaction (OCS) within higher education institutions.
What are the primary themes addressed in this work?
The main themes include identifying the types of IOC and IOS prevalent in organizations, measuring employee satisfaction, and exploring how these components influence overall organizational performance and effectiveness.
What is the central research question?
The core inquiry focuses on determining if there are significant relationships between IOC and IOS, and how these relationships impact the overall level of organizational communication satisfaction among employees.
Which scientific methodologies are employed?
The study utilizes a mixed-methods case study design, employing a concurrent triangulation strategy that combines quantitative data from questionnaires with qualitative insights from semi-structured interviews.
What topics are covered in the main section?
The main section provides an extensive review of existing literature, a detailed explanation of the methodological framework, an analysis of the collected data, and a critical discussion of the results and their implications for future organizational management.
What characterizes this work's keyword set?
The keywords are centered around internal communication dynamics, structural organization, employee satisfaction metrics, and the specific application to Moroccan educational settings.
How is organizational communication defined in this study?
The study considers organizational communication as a complex process of creating and exchanging messages within a network of interdependent relationships aimed at achieving collective organizational goals.
What are the practical implications for managers based on the findings?
The findings suggest that managers should prioritize informal communication channels to bridge gaps in formal systems and ensure employees feel valued, as both formal and informal processes are essential for satisfying communication needs.
- Quote paper
- Bani Koumachi (Author), 2015, Internal organizational communication and structure. How do they effect employees?, Munich, GRIN Verlag, https://www.grin.com/document/458862
