Communications structure
The various resources that make up an internal communications structure support the exchange of (in)formal information and help in giving meaning to developments or why an organization is taking a specific direction. The structure includes clear roles and responsibilities in internal communications, as well as networks and processes. In addition, it encompasses offline and online communication tools to support people in taking up their roles and responsibilities as well as to support the networks and processes.
Optimizing a communications structure
Involve can help optimize the communications structure of your organization. We survey the current structure by asking managers and employees how they appreciate it, as well as by checking it against the demands of an organization's mission, strategy and culture. All with the aim to propose concrete improvements, which we tend to base on our view that ‘less is more’. Lastly, we take care of implementing improvements and/or of the structure’s temporary maintenance and further development. We can train communication professionals in analyzing what structure would fit best and how to set it up accordingly, with increasing attention for social networks.
Networks
The formal organizational structure as well as informal contacts and relationships determine how people, who are of most importance in internal communications, find each other and communicate together. The formal structure covers line communications or cascading (top down, bottom up, horizontally). On the basis of the organizational structure, purpose, nature, composition and coherence of work meetings is determined.
In addition, each organization has an informal structure: a continuously changing work related networks build up of personal relationships. These create flexibility and prevent ideas from getting lost in the formal hierarchy. The creation of informal networks can be stimulated or facilitated and even directed. Involve developed a vision on social networks, which is available in Dutch on our website. Please contact us, for more information.
Processes
In formal and informal networks communication patterns and processes become fixed – sometimes explicitly laid down in procedures, sometimes implicitly. An example of this are processes relating to content, such as developing content (policy/strategy), reporting on progress in projects or meeting a strategy, sharing successes and learning. These processes are often linked to (specific) means of communication.
Means of communication
Lastly, an internal communications structure includes the supporting personal and non-personal means. They help to generate consistency in messaging and timing. Internal communications originates from the maintenance and development of means. We categorize means as follows:
- Personal means: special events such as management meetings and employees sessions
- Non-personal means: magazines, (online) newsletters, brochures, online media such as intranet and various social network tools (blogs, yammer, wiki, community building applications).
