CHAPTER ONE

INTRODUCTION

1.0 Background of the Study

Effective Communication within the system of public administration is considered a crucial

factor for achieving effective and economical functioning of the whole system of public

administration as a specific institutional tool for the implementation of public policies. The

quality of information relationships between individual subjects of public administration is

determined by a number of factors, and it influences the overall systematic structure of the

whole public administration organization. Further, it also affects the quality of information

flows carried out within the whole system of public authority of the state, as well as the

characteristics of external relationships of public administration. The quality of

communication can be (however it not necessarily must be) significantly influenced by

utilization of modern information and communication technologies. Introduction The word

'communication' comes from the Latin word 'communicatio' meaning "making common or

imparting". There are a lot of definitions of "communication" in literature. For instance,

Udall characterize communication as "a process by which one person (or a group) shares

and reports information to another person or group so that people (or groups) clearly

understand one another" (Udall, 1979). Eyre also defines communication as "the

transferring of a message to another party so that it can be understood and acted upon"

(Eyre 1983). Communication, says Hybels and Weaver is "any process in which people

share information, ideas and feelings" (Hybels and Weaver, 2001).

To summarize, James, Ode and Soola consider that the essence of communication consists

in the fact that "it helps us to understand ourselves, to keep in touch with other people, to

understand them and to predict their response to situations, also as the medium through

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which relationships are established, extended and maintained, provides a means by which

people act and interact; exchange information and ideas; develop plans, proposals and

policies, make decisions and manage men and materials" (James, Ode and Soola, 1999). The

above definitions can be summarized as a process of sharing ideas, information, and

messages with others in a particular time and place. It is also important to state that

communication is not just giving of information. It is the giving of understandable

information and receiving and understanding the message. Continuously conveying

information, ideas, attitudes and feelings among individuals and among groups of

individuals is an important communication tool.

1.1 Statement of the Problem

As Mitu argued, communication in public administration is a crucial factor for information

flow within the system of administration, where internal (between employees) and

external relationships (between departments/ organisations/citizens) come into play

(Mitu, 2021). Therefore, the group dynamics in communication processes comprises

verbal, nonverbal, and virtual interactions between departments and units, along with

external relationships within the governance system and citizens. According to empirical

findings in the given domains, it can be said that employee performance and their

willingness to accept new ideas and changes within the organization often correlate with

the quality of communication (Zainun et al., 2020; Fu, 2020;Mitu, 2021), group cohesion

(Carless & De Paola, 2000;Van der Voet & Steijn, 2021), and climate (Hassan & Rohrbaugh,

2012;Mutonyi et al., 2020a). However, these studies overwhelmingly analyzed the quality

of the internal processes of the investigated issues quantitatively in the given

organizations. A deeper understanding of these domains is crucial to foster interactions

within a strategic decision making team and to advance the application of innovation

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 methods, including public behavioral strategy. This is supported by findings from other

scholars who suggest that the quality of internal and external communication processes

(Zainun et al., 2020; Fu, 2020;Mitu, 2021), group cohesion (Van der Voet & Steijn, 2021)

and climate (Hassan & Rohrbaugh, 2012;Mutonyi et al., 2020a). These processes are key to

accepting changes and developing innovation behaviors within the organization.

1.2 Purpose of the Study

The purpose of studying communication in public administration systems revolves around

understanding how effective communication practices and strategies within public

institutions can lead to better governance, increased transparency, and more efficient

delivery of public services. This encompasses analyzing both internal communication

among government agencies and external communication with the public. By exploring

these dynamics, researchers aim to identify best practices that can improve organizational

performance, enhance citizen engagement, and foster trust between the government and

the public. This knowledge is crucial for developing policies and procedures that ensure

clear, accessible, and responsive communication, which is foundational to the effective

functioning of public administration systems.

1.3 Research Questions

These questions could serve as a basis for research projects, theses, or dissertations that

contribute to the field by exploring how communication within public administration

systems can be understood, optimized, and innovated for better outcomes.

1. What are roles and barriers of Communication in Public Administration System?

2. What are the Step Strategy for Public Services to Communicate with The Public During a
Crisis?

3. What role does technology play in enhancing communication effectiveness in public

administration?

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3. In what ways do internal communication practices impact employee morale and
efficiency in public sector organizations?

4. How does cross-cultural communication affect the operations of public administration

systems in multicultural societies?

1.4 Introduction to Methodology

The introduction to methodology for studying communication in public administration

systems is pivotal because it lays the groundwork for how the research will be conducted,

what methods will be used to collect data, and how that data will be analyzed to understand

the nuances of communication within these complex entities.

This methodology typically begins by defining the scope of communication within public

administration, including the types of communication to be studied (e.g., internal

communications among staff, external communications with the public, inter-agency

communication, etc.). It also identifies the theoretical framework guiding the research,

which could range from organizational theory and systems theory to communication

theories such as the Shannon-Weaver model or the Public Sphere by Habermas, depending

on the research goals. Quantitative methods might include surveys and statistical analysis to

measure aspects like the effectiveness of communication channels, response times, and

public satisfaction levels. Qualitative methods could involve interviews, document analysis,

and case studies to explore the complexities of communication practices, barriers, and the

impact of policy changes on communication effectiveness.

1.5 Significant of the Study

The study of effective communication in public administration systems is highly significant

for several reasons:

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1. Efficiency and Effectiveness: Effective communication within public administration

systems is key to the efficient and effective delivery of public services. It ensures that

information flows smoothly between various departments and levels of government,

facilitating better decision-making and coordination.

2. Transparency and Accountability: Good communication practices help in fostering

transparency and accountability within public administration. By openly sharing

information with the public and ensuring that communication channels are accessible,

governments can build trust and legitimacy in the eyes of the citizens.

3. Stakeholder Engagement: Studying communication in this context highlights the

importance of engaging with various stakeholders, including the public, non-governmental

organizations, and the private sector. It helps in understanding their needs and

expectations, which is crucial for the successful implementation of policies and programs.

4. Crisis Management and Response: Effective communication strategies are vital in

crisis situations. The study of communication can offer insights into how public

administration systems can better disseminate information, manage public perception, and

coordinate response efforts during emergencies.

5. Policy Development and Implementation: Communication plays a critical role in the

development and implementation of public policies. It is essential for gathering input from

various stakeholders, explaining policy decisions, and ensuring that the intended

beneficiaries are aware of and can access government services

6. Innovation and Change Management: As public administration systems evolve,

communication is key to managing change and fostering innovation. It supports the

introduction of new technologies, processes, and ideas, ensuring that changes are

wellreceived and effectively integrated into existing structures.

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 In sum, the study of communication in public administration systems offers valuable

insights into how governments can enhance their operations, engage with citizens, and

meet the challenges of the 21st century. It is an essential area of research for improving

governance and public service delivery.

1.6 Delimitation of the Study

For a study on "Communication in Public Administration Systems," delimitation involves

specifying aspects like the geographical location, time frame, types of communication, and

aspects of public administration systems that will be examined. Here are key delimitations

that could be considered: The study could limit its geographical focus to a specific country,

region, or municipality. This delimitation helps in providing depth to the analysis by

understanding localized communication practices and challenges within public

administration systems. Limiting the study to a particular time period can provide insights

into the evolution of communication practices, the impact of technological advancements,

or the effect of policy changes over time. This could range from a retrospective analysis of

past decades to a contemporary view of recent years. Communication is a broad term that

encompasses various forms, including internal communication within public

administration entities, external communication with the public, and inter-organizational

communication among different government agencies. The study might focus exclusively on

one or more of these types to provide a detailed examination of specific communication

practices. The study could delimit itself to specific channels of communication, such as

digital platforms (e.g., social media, email, official websites), traditional media (e.g., press

releases, public announcements), or face-to-face interactions. This allows for an in-depth

analysis of how different channels are utilized and their effectiveness in public

administration. Given the vastness of public administration, the study may limit its focus to

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certain departments or agencies, such as health, education, or local governance. This

delimitation helps in understanding sector-specific communication challenges and

strategies. Limiting the study to particular stakeholders (e.g., public officials, citizens,

media) can provide insights into their roles, expectations, and perceptions regarding

communication in public administration systems. The study might also delimit itself by

focusing on the impact of specific policy or regulatory frameworks on communication

practices within public administration systems, analyzing how such frameworks facilitate or

hinder effective communication.

1.7 Limitation of the Study

Public administration employs a wide array of communication channels, ranging from

traditional memos and meetings to modern digital platforms. Each channel has its nuances

and effects on communication efficiency and effectiveness, making it challenging to

generalize findings across all platforms. Public administration systems vary significantly

across different countries and regions, influenced by cultural, social, and political factors.

These differences can limit the applicability of study findings from one context to another, as

what works in one country may not be effective in another. The rapid evolution of

technology impacts communication methods and strategies in public administration. Studies

might quickly become outdated, as they may not account for the latest technological

advancements or digital platforms, limiting their relevance over time. Public administration

involves sensitive information and decision-making processes. Researchers often face

challenges in accessing detailed data due to confidentiality and security concerns, limiting

their ability to conduct in-depth analyses of communication practices. Assessing the impact

of communication strategies in public administration is complex due to the multifaceted

outcomes and long time frames involved. It's challenging to directly link specific

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communication practices with outcomes like enhanced public trust or improved policy

compliance. Communication in public administration intersects with fields like political

science, sociology, and information technology. This interdisciplinary nature complicates

the study, as researchers must navigate through diverse theories and methodologies to fully

understand communication processes. Studies in this field may also be limited by resource

constraints, including funding, time, and expertise. Comprehensive studies involving

multiple communication channels, technologies, and administrative contexts require

significant resources that may not always be available.

Addressing these limitations often requires innovative research methodologies,

crosscultural and interdisciplinary collaboration, and continuous adaptation to

technological advancements.

1.8 Organization of the research

This research paper was organized in five chapters: chapter one contains the background,

purpose and objectives, research questions, significance of the study, limitation, and

delimitation, and the definition of terms. Chapter two is the review of related literature, and

chapter three is the research methodology which includes the research design population,

sampling techniques, research institution, and the method of data collection, presentation,

procedures and analysis.

1.9 Operational definitions

1. Internal Communication Effectiveness: This could be operationally defined as the

degree to which messages and information are accurately transmitted and understood

within the organization. Measurement might involve surveys assessing employee

understanding of policies, satisfaction with communication channels, and the frequency and

quality of interdepartmental communication.

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2. External Communication Effectiveness: Here, the focus could be on how well a

public administration system communicates with the public or specific stakeholders.

Operational definitions might include metrics such as the response time to public inquiries,

public satisfaction ratings from surveys, the reach of public service announcements, or

engagement metrics on social media platforms.

3. Digital Communication Adoption: This might be defined by the extent to which a

public administration system utilizes digital platforms (e.g., social media, websites, email)

for both internal and external communication. Metrics could include the number of digital

platforms used, frequency of updates or posts, and the percentage of employees trained in

digital communication tools.

4. Transparency in Communication: This could be operationally defined as the level

of openness and accessibility of information provided by the public administration to the

public. It might be measured by the number of accessible documents online, the frequency

of public reports or updates, and public perception surveys regarding the clarity and

honesty of communication.

5. Crisis Communication Preparedness: This aspect focuses on how equipped a

public administration system is to communicate during emergencies or crises. Operational

definitions could involve the existence and regular updating of a crisis communication

plan, the speed of initial response to a crisis, and effectiveness ratings of communication

during past crises, as judged by both internal and external stakeholders.

6. Stakeholder Engagement: This might be defined by the methods and effectiveness

of engaging with stakeholders (e.g., citizens, businesses, non-profits) in decision-making

processes. Operational measures could include the number of public consultation events

held, the diversity of stakeholders involved, engagement metrics on participatory

platforms, and satisfaction scores from stakeholder feedback.

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7. Barrier Identification in Communication: Identifying barriers to effective

communication within public administration can also be crucial. Operational definitions

here could focus on identifying specific types of communication barriers (technological,

linguistic,) and measuring their impact on communication processes through employee

and stakeholder surveys.

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 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

Effective Communication within and from the public administration has a complex and

strategic role, which affects the citizens’ life and activity deeply. The needs of modernising

effective communication at public administration level become obvious and mandatory for

this period. For that to be possible, one needs a radical change of mentality and attitude in

the relation public administration-citizen. Citizens, whose emotions and fears are getting

bigger and bigger, need insurances and reinsurances, competence, leaders with experience,

they need firmness in order to believe that everything shall be done so that they are

protected. More than that, citizens need to be spoken to. The aim of communication in such

situations is not that of informing, but that of securing the population psychologically.

2.1 The Role and Barriers of Institutional Communication in Public Administration

The peculiarity of effective communication, when public administration enters the

equation, can be identified as we understand its role, challenges and limitations. In this

respect, we consider that the role of institutional communication can be defined by at least

four major types of responsibilities.

2.1.1 Role of Institutional Communication in Public Administration

I. Citizen communication

Any public institution in a democracy has the legal and moral obligation to publicly

communicate its activity. The responsibility a public institution has towards citizens,

related to its actions performed with public money is an integral part of the concept of

“public accountability”. Nowadays, accountability has moved far beyond its bookkeeping

origins and has become a symbol for good governance, both in the public and in the private

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sector (Hybels and Weaver, 2001). Public accountability is the hallmark of modern

democratic governance. Democracy remains a paper procedure if those in power cannot be

held accountable in public for their acts and omissions, for their decisions, their policies,

and their expenditures. Public accountability, as an institution, therefore, is the

complement of public management (Bovens, 2007). Citizens have the right to control

public institutions, to request information, to be informed on what happens within it. The

manner in which the Ministry of Foreign Affairs interacts with the Romanians abroad who

need consular services and who want to exercise their constitutional right to vote; the

manner in which the Ministry of Education and Research succeeds in making known all the

mechanisms of implementing different policies and measures which affect the students

deeply, parents and teachers; the manners in which the Ministry of Health implements and

brings to public attention all the policies of maintaining and improving the degree of public

health etc. can be clear and more or less successful examples of public communication with

citizens (Zainun et al., 2020; Fu, 2020;Mitu, 2021). Any wrong or badly communicated

information can be considered to be a form of misleading the public opinion, with

extremely harmful consequences for both parties involved in the communication process

(transmitter and receiver): institutional disruption and charges of disinformation. Any

refuse of the access of public information may even lead to litigations in the court with

negative effects on the image and credibility of the public administration. On the other

hand, there can be a circumstance answer: a gradual, sequenced and adequate presentation

of the message. Unfortunately, the local practice in this field often provides us with

examples of “not like this”. Public announcements on the tax policy (and more) are often

made, especially lately, without consultations (or as a result of pseudoconsultations), with

no assessments, without having thought of a complete and integrated package of measures,

and sometimes, to the opposition of some interest groups which are more or less

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representative to the population, decision-makers change their mind or modify ad-hoc the

message transmitted initially. Public institutions should have a leadership role because

they must address concrete problems the society faces and identify the solutions of public

interest (Barg, Barry and Chandler, 2012).

II. Stakeholder communication

As we have already mentioned, institutional communication has the right to develop and

consolidate relations with groups directly interested in the activity of the public sector

(non-governmental organisations, professional associations, syndicates, patronages,

companies etc.) (Bourne, L., 2009) Stakeholders have two major characteristics: they have

significant interests in the design, performance and conclusion of the activities of different

public institutions and they can influence the content and results of the activities

performed by the latter. For a useful and relevant communication, each public institution

must identify its own map of relevant stakeholders (Hassan & Rohrbaugh, 2012; Mutonyi

et al., 2020a). The map of relevant stakeholders for each public institution is unique. It does

not only identify specific stakeholders (with names and characteristics), but it also groups

them in terms of their importance. Based on the map of stakeholders, one can develop

partnerships and establish efficient communication strategies. Bourne mentions that, the

basis of successful communication is the definition of a communication plan adapted to

each stakeholder category (Bourne L., 2009). Successful communication can be achieved by

examining and understanding the needs of each category of parties involved and adapting

the messages and information provided to these strategies. Thus, there appear such

policies and measures which satisfy the real needs of the society and which take into

account the community expertise (Bourne, L., 2009) Unfortunately, the local reality shows

us that several gaps in the process of communication between public institutions and

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stakeholders. Such communications do not often take place or are purely formal or only

unidirectional. (Marinescu, 2017).

III. Inter-institutional communication

Communication between public institutions constitutes the condition of an efficient

cooperation. It is essential that, during the process of drafting and implementing public

policies and measures, institutions with different attributions request information from

one another, consult one another, use each other’s expertise and experience and cooperate

(Marinescu, 2017). Inter-institutional communication and transparency, in the context of

observing the legal, administrative, ethic and deontological norms, create the framework

for combating and preventing possible acts of corruption within public institutions,

contribute to the correction and removal of institutional vulnerability. At the same time,

they help the institution to function efficiently (Van der Voet & Steijn, 2021). In Romanian

administration, institutional communication is often blocked or is missing. In such cases,

public actors are more preoccupied by their status and power than by finding partnership

solutions. Absence of inter-institutional communication leads to corruption, dysfunctions

and activity inefficiency and affects the interests of citizens and interested groups.

2.1.2 Barriers to Institutional Communication in Public Administration

Noise (interference or communication barrier) induces a disturbance between the partners

in communication, between the intended and perceived message, making thus

communication more difficult. The nature of interferences and the moment they appeared

can differ, which is why communication barriers take different forms. For example,

(Popescu, 2007) considers that most of the difficulties in the communication process in

public administration are generated by:

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a) The components of the communication process: transmitter, receiver, relation between

them;

b) The message that is to be transmitted, the communication channel used;

c) The characteristics of the entities involved in the communication process;

d) The organisational context in which communication takes place; d) the specificity of

public organisations.

A. Types of Barriers

I. Physical Barriers

Physical barriers can be cause by Invisibility, physical and environment discomfort,

conditions unfit for message display and broadcast etc. (Minculescu, S.M., 2017).

II. Psychological Barriers

Psychological barriers can be caused by Prejudices, self-awareness (its lack), selfishness,

tiredness, preconceptions, cultural differences between transmitter and receiver, rigidity,

lack of interest, lack of attention, incapacity of perception, tendency to transmit only what

the receiver wants to hear etc. (Minculescu, S.M., 2017).

III. Semantic Barriers

Semantic barriers can be caused by the use of inappropriate words, incorrect formulation

of messages, lack of clarity, lack of attention to the different word meaning etc.

IV. Organizational Barriers

Information from uncertain sources, delay in collecting and disseminating information,

communication of partial information, message distortions caused by different and

outdated sources, deliberate disregard or disregard due to incapacity certain information

etc (Minculescu, S.M., 2017). V. Interpersonal Barriers

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Unrequited emotions, perception, ideas, perspectives, values or opinions, different

attitudes of the transmitter and receiver, time inadequacy of message transmission,

incapacity of perceiving the messaged transmitted (informational inequity), incapacity of

distinguishing a relevant message from one with low significance, hearing partially or lack

of attention in hearing etc (Minculescu, S.M., 2017).

2.1.3 Strategies for reducing communication barriers

Strategies for the transmitter - encouraging two-sided communication and feedback; -

paying special attention to the language used; credibility cultivation and maintenance;

manifestation of a sensibility towards the receiver’s perception (Koneru, A., 2008).

Strategies for the receiver - development of good listener abilities; increase in the degree

of general knowledge; manifestation of a sensibility towards the transmitter’s perception

(Koneru, A., 2008).

Common strategies (both categories above) - verification of message correctitude after

emission or reception; - regulation of informational flow.

Two men in an informal meeting, talking, even though the setting is informal, can you

identify some signs that indicate that good communication is taking place? Check your

ideas with the author’s list at the end of this section (Koneru, A., 2008).

Common sources of noise are explained in this section. How many of these examples can

you remember affecting your conversations with friends, classmates, or coworkers?

A. Physical Conditions

Sometimes “noise” is just exactly that—loud or distracting sounds that make it impossible

to hear or concentrate. Or the general level of background noise can be so intense that it is

hard to focus for long on one particular voice. A room may be so hot or so cold that people

can’t get comfortable and cannot pay attention. Outside activities may be a distraction to

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those with a view out windows (James, Ode and Soola, 1999). Finally, it may be lunchtime

or too close to quitting time to keep people focused. Fortunately, with some awareness and

advance planning, physical barriers to effective communication are some of the easiest to

overcome.

B. Filtering

Personal and particular experiences color how people view the world and how they

communicate. A message sender sees the world through one set of filters (experiences and

values) and the receiver sees it through a different set of filters. Each message has to pass,

therefore, through at least two sets of filters. The more similar people are in lifestyle,

experience, culture, and language, the more similar their mental filters are likely to be and

the less distortion should occur (James, Ode and Soola, 1999). This is why people who

come from very different social and economic situations than their audience must work

extra hard to say exactly what they mean to avoid confusion. Also, the fewer people

involved in the transmission of a message, the greater the chance that it will be received as

the sender intended. In business, however, messages may be summarized by a manager

and relayed through an administrative assistant who has clarified or edited the message.

Messages exposed to many filters should be repeated in various ways to make sure they

were understood as the sender intended.

C. Selective Perception

Selective perception is the tendency to either “under notice” or “over focus on” stimuli that

cause emotional discomfort or contradict prior beliefs. For instance, some people live

purposefully healthy lifestyles by frequently exercising and eating only nutritious food but

still smoke cigarettes. Psychologists believe that they are selectively ignoring the evidence

that smoking is dangerous to their health. They have chosen to disregard the information

that would make them feel guilty or fearful about this habit. This is called perceptual

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defense. Selective perception can also be vigilant, meaning people are extra sensitive to

things that are significant to them (Koneru, A., 2008). If a manager doesn’t like a particular

employee, for example, she may be super critical of that person’s behavior and notice every

time he is a minute late to a meeting. On the other hand, a favorite employee coming late to

work one morning might elicit concern that she had car trouble. Selective perception

introduces bias into the communication process.

D. Information Overload

We have all been in situations when we felt that too much information was coming at us.

When this happens, we feel overwhelmed and fear that we will not be able to retain any

information at all. Sometimes it is not just the quantity of communication but the level that

causes overload. If the message contains information that is new to the receiver, including

processes or concepts that are not familiar, then the chances of overload increase greatly.

The sender should break up the message into more palatable or digestible bits and reduce

the amount of information that has to be absorbed at any one time. One technique is to

make a high-level announcement and then follow it up later with more details. The sender

has the primary responsibility to check that the receiver has understood the message. This

means that a manager may have to adjust a message to reflect the various experiences of

the employees. A new employee may need repeated explanations before beginning an

operation, whereas an experienced employee may start rolling his eyes at the same old

instructions (James, S., Ode, I. & Soola, E.O., 1990).

E. Semantics

Semantics is the study of the meaning of words and phrases. You might hear one person

say to another “Let’s not argue semantics,” meaning he doesn’t want to get caught up in

trivial and unimportant details or playing with words. But semantics is extremely

important in effective communication. There are some semantic rules in English that may

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trip up non-native English speakers, such as the concept of subject-verb agreement and

gender pronouns (James, S., Ode, I. & Soola, E.O., 1990). These can cause confusion, as seen

in the following examples:

Six man is coming to the meeting on Tuesday. (How many men are coming?)

Rachel is going to introduce the speaker at the conference. He may be asking you for

information about her to make the job easier. (Who is asking for information, Rachel or the

speaker?) When your audience involves people whose native language is not English or

individuals of different educational backgrounds, messages need to be direct and clearly

stated to help ensure they are understood.

F. Denotation and Connotation

Confusion can also arise from the use of language by people from different educational

levels, culture, and dialect. For instance, the terms lift and braces denote two entirely

different meanings in the United States and in England. A Londoner might reasonably ask

her partner if he was planning on wearing braces with his pants (Hybels, S. & Weaver, R.L.,

2001). Some words have a connotation for one group of people that is not shared by

another. “That’s sick!” could be a compliment or an insult, depending upon the listener.

(You probably already know that slang does not belong in written business

communications.) Fortunately for all of us, paying attention to the context of the message

often reduces confusion. The meaning of homophones (buy, by, bye; meet, meat, mete; pair,

pare, pear) and homographs (read, read; lead, lead) are often easily understood by their

context or pronunciation.

G. Emotional Disconnects

Almost the first thing parents learns is never to try to have a rational discussion with a

screaming toddler or an angry teenager. If they wait until the young person is more

receptive to what they have to say, the odds of a successful conversation improve

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dramatically. Adults also experience emotional disconnects that affect the chance of

successful communication. For example, when a person is feeling stressed or anxious, an

expressed concern is more likely to be interpreted as criticism (James, S., Ode, I. & Soola,

E.O., 1990). Constructive criticism made while an employee is emotionally fragile may be

perceived as a personal attack. If possible, it is better to postpone a communication if there

is a strong likelihood that the intended receiver will misinterpret it because of his

emotional state.

H. Credibility

A businesswoman holding a sign that reads “I am your boss!”

There are better ways to communicate your credibility than reminding everyone of your

position. In communication, the validity of the message is tied to the reputation of the

sender. If the receiver doesn’t trust the sender, he will view the message itself with

skepticism or suspicion. If the sender is trustworthy, the receiver will likely believe the

message despite her personal opinions about that subject. In other words, the

trustworthiness of a communication, regardless of format, is heavily influenced by the

perceived credibility of the source of that communication (Hybels, S. & Weaver, R.L., 2001).

Source credibility describes the sender’s positive characteristics that affect the receiver’s

acceptance of a message. A manager’s source credibility is based on experience, knowledge,

and interpersonal skills. Managers who deal openly and candidly with employees will find

it easier to solicit the kind of feedback that tells them whether their message has been

understood.

2.1.4 Ways to overcome communication barriers

Communication is the sharing of information between two people.

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 When providing support to a person living with a mental health condition it is important

that communication works both ways. A communication barrier is something that prevents

either person from understanding the information they are being told.

A person who is experiencing a mental health concern may find that this experience makes

it difficult to communicate. They may:

a) Find it difficult to concentrate;

b) Be distracted by their emotions, voices that they hear or visions that they see;

c) Have strong reactions in response to what you say;

d) Be taking medication that affects their short term memory;

e) Not have the confidence to ask questions;

f) Feel that they have nothing of value to say;

g) Not feel safe;

h) Rather be alone.

- A person with lived experience of a mental health condition

Barriers to communication can be overcome by:

i. checking whether it is a good time and place to communicate with the person; ii.

being clear and using language that the person understands; iii. communicating

one thing at a time; iv. respecting a person’s desire to not communicate;

v. checking that the person has understood you correctly; vi. communicating in a

location that is free of distractions; vii. acknowledging any emotional responses the

person has to what you have said.

2.2 Step Strategy for Public Services to Communicate with The Public During a Crisis

Effective communication during crises is essential for the public sector to maintain public

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trust and confidence. It requires a strategic approach, involving careful planning,

coordination, and targeted messaging. Understanding the various types of crises and their

unique challenges is crucial for developing an effective communication strategy (Greener,

T., 1995). Organisations must also prioritise transparency, accountability, and timely

information dissemination to address public concerns and ensure public safety. Regular

evaluation and improvement of communication measures are necessary to enhance future

crisis responses. By following these principles, the public sector can build resilience and

navigate through crises while fostering public trust.

Step 1. Establish a Communication Strategy Team

Build a team of responders, emergency planning officers, and communications

professionals to form a team responsible for communicating the crisis to the public.

Tapping professionals from different fields and backgrounds ensure you have explored

every possible solution and taken the most recommended approach (Greener, T., 1995). All

decisions should be logged to provide accountability to the communications planning team.

It also ensures that the correct processes are undertaken to arrive at a decision.

Step 2. Conduct a Community Risk Assessment

Analyse the geographical and local context of the crisis. What is the geographical profile of

the affected area? And what hazards should you plan for? Ensure you thoroughly

understand the infrastructure and other capabilities to respond to a crisis.

Asking questions allows you to develop the most suitable response plan and the timescale

for the response based on the risk level. It will also help the communications team assess

priorities in the response and control measures (Greener, T., 1995).

Step 3. Choose a Leader

Designate a leader within your crisis communications team to ensure a seamless and

smooth delivery of messages and services to the public.

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 Step 4. Assess the Current Capabilities and Limitations

The team must first gain insight into the existing capabilities and limitations to develop an

effective communications strategy and deliver an adequate warning to the public. This

information will inform your decision on further addressing risks and identifying the best

way to address the public, especially the most vulnerable groups (Greener, T., 1995).

Step 5. Identify Your Target Audience

Identify the target audience you have determined is at the highest level of risk based on

feedback from the community risk register. Prioritise them when delivering messages and

issuing warnings to ensure timely communication and make appropriate

recommendations to mitigate risks.

Step 6. Consult with the Public

The best way to communicate with the public is to get a pulse of their needs. The goal of

gathering information is to identify and fill any gaps in your strategy and ensure that the

public is engaged and informed at this crucial moment. Use this opportunity to assess

public understanding of warning signals and basic forms of communication. It's not enough

that you have a serious message and communication strategy to inform the public if the

latter does not understand how to read those signals (Martie, 2019)

Step 7. Set Your Standard for Public Communication

Use the information you have gathered to set a standard. Address resilience issues using

the recommendations of your insights and analysis. It's also vital to offer a multi-layered

approach and keep it adaptable. That way, it would be easy to enhance them for the future.

Step 8. Implement Comprehensive Training

Adequate training is vital to ensure your team of employees responsible for crisis

communications has the skills and knowledge they need to perform their responsibilities.

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 In addition, spend time testing your current systems to explore other options and

improvements if the original plan doesn't work out (Martie, 2019).

Step 9. Regularly Educate and Build Awareness

Design a plan to educate and build awareness of the communication plans and disaster

response strategies to keep your team's knowledge and skills updated. Ideally, you must

schedule education and training annually and should focus on specific risks and locations.

Step 10. Measure and Review

The final step is to measure the effectiveness of your implemented measures. Based on the

analysis of the results, you can review and make improvements to the control measures for

the future. The review should involve internal and community measures for it to be

effective.

2.3 Role Technology play in enhancing communication effectiveness in public

administration
Information technology has had a significant impact on public administration. It has

changed the efficiency, effectiveness, and organizational structure of public institutions.

The use of big data technologies and software products has allowed for real-time

management of technological processes, leading to more efficient delivery of public

services. However, the implementation of computerized technology and advanced

information systems in public administration has also revealed gendered narratives and

resistance to technology adoption. Despite this, public administration employees generally

have a high level of ICT literacy and accept e-government, although they may be less

satisfied with its implementation. Additionally, IT spending in state governments has been

found to improve administrative efficiency, with a positive relationship between IT

spending and cost efficiency. Overall, information technology has brought about changes in

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public administration, improving efficiency and service delivery, but also highlighting

challenges related to gender and implementation satisfaction.

Importance of Technology in Communication

Technology is crucial for communication in today's world. It's hard to imagine a company

that doesn't use technology for communication. Effective communication builds trust and

strengthens organizations (Grome, 2022).

Traditional communication methods have shifted to digital alternatives. Handwritten

letters have been replaced by emails, and digital platforms like FaceTime, Zoom, and

Google Hangout have taken over phone calls (Rogers, 2019).

Using innovative Information and Communication Technologies helps organizations

coordinate in complex environments (Cuel, 2009). Technology in communication has

accelerated during the pandemic. Communication, or even the lack thereof, has an impact

(Communication in organizations, n.d.). The benefits of technology in communication

include:

A. Time and Cost Savings

Technology enables instant communication, eliminating the need for time-consuming

physical meetings or written correspondence. Email, messaging apps, and video

conferencing facilitate quick and efficient communication, regardless of geographic

location.

B. Improved Collaboration

Cloud-based technology provides platforms for real-time collaboration, allowing team

members to work together seamlessly. Shared workspaces, project management tools, and

document sharing foster effective collaboration, enhancing productivity and innovation.

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C. Facilitates Remote Work

With the rise of remote work, technology plays a crucial role in maintaining

communication and connectivity. Virtual meetings, teleconferencing, and remote

collaboration tools support effective communication among geographically dispersed

teams, promoting flexibility and work-life balance.

Technology has revolutionized communication within organizations, offering benefits such

as enhanced efficiency, collaboration, and remote work capabilities. While barriers to

effective communication exist, managers can overcome them through cultural sensitivity,

clear messaging, and feedback mechanisms. Organizational leaders must prioritize

communication channels, promote information management skills, and streamline

processes to prevent information overload. By harnessing the power of technology and

implementing effective communication strategies, organizations can foster a culture of

effective communication and achieve their goals efficiently.

2.4 Ways do internal communication practices impact employee morale and

efficiency in public sector organizations

Internal communications play a vital role in Public Organization by ensuring that

employees are well-informed, engaged, and aligned with the organization's messaging and

goals. By effectively communicating internally, Public Organization professionals can

enhance employee morale, strengthen media relations, and ultimately bolster the

organization's reputation and brand image (Eyre, E.C., 1983).

1. Internal communications play a crucial role in the overall success of any public

relations strategy. While Public Organization primarily focuses on managing external

communications and building relationships with the media, stakeholders, and the public,

internal communications ensure that the organization's employees are well-informed,

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engaged, and aligned with the company's goals and messaging. By effectively

communicating with internal stakeholders, Public Organization professionals can foster a

positive work culture, boost employee morale, and ultimately enhance the organization's

reputation (Eyre, E.C., 1983).

2. One of the key examples of the importance of internal communications in Public

Organization is during times of crisis. When a crisis hits, it is essential for Public relation

professionals to have a well-prepared crisis communication plan in place. However, simply

having a plan is not enough; it is equally important to ensure that all employees are aware

of the plan and their roles in executing it (Martie, 2019). Internal communications can help

disseminate critical information, provide guidance, and address any concerns or questions

that employees may have, enabling them to act as ambassadors for the organization during

challenging times.

3. Furthermore, internal communications can also contribute to effective media

relations. When employees are well-informed about the organization's key messages,

values, and goals, they can better represent the company when interacting with the media.

For example, if an employee is interviewed by a journalist, their understanding of the

organization's messaging can ensure that they communicate the desired information

accurately and consistently, thereby strengthening the organization's reputation and brand

image (Eyre, E.C., 1983).

2.4.1 Tips for effective internal communications in Public Organization:

- Establish clear and consistent channels of communication within the organization,

such as regular team meetings, newsletters, or an intranet platform.

- Utilize various communication tools and platforms to cater to different

communication preferences and needs of employees, such as email, instant messaging

apps, or video conferences.

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- Encourage two-way communication by actively seeking feedback and suggestions

from employees and addressing their concerns promptly.

- Ensure that internal communications are aligned with the organization's overall PR

strategy and messaging to maintain consistency and coherence.

- Recognize and celebrate employee achievements and milestones to foster a positive

work culture and boost morale.

- Provide regular training and resources to employees to enhance their

communication skills and understanding of the organization's PR goals.

2.4.2 The Benefits of Effective Internal Communications

1. Improved Employee Morale: Effective internal communications lay the

groundwork for a positive work environment and improved employee morale. When

employees are kept informed about company news, updates, and goals, they feel valued

and connected to the organization. This sense of belonging fosters a positive attitude,

boosts motivation, and encourages teamwork (Eyre, E.C., 1983). For example, a study

conducted by Gallup found that companies with engaged employees have 41% lower

absenteeism and 17% higher productivity compared to companies with disengaged

employees.

2. Increased Productivity: Clear and timely internal communications ensure that

employees have the necessary information and resources to perform their jobs efficiently.

When employees are well-informed about their roles, expectations, and deadlines, they can

prioritize tasks effectively and work towards common goals. For instance, a case study

conducted by the harvard Business review revealed that a manufacturing company

improved its productivity by 20% by implementing a robust internal communication

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strategy that focused on providing real-time updates and feedback to employees (Codoban,

A. & Cordoș, A., 2019).

3. Enhanced Collaboration: Effective internal communications facilitate collaboration

and knowledge sharing among employees across different departments and levels of

hierarchy. By breaking down silos and encouraging open communication, organizations

can tap into the collective intelligence of their workforce, leading to innovative ideas,

problem-solving, and improved decision-making. For example, Google's "TGIF" (Thank

Goodness It's Friday) meetings provide a platform for employees to share updates, ask

questions, and address concerns, fostering a culture of collaboration and transparency.

4. Reduced Employee Turnover: When employees feel connected to their

organization and understand its vision and values, they are more likely to stay engaged and

committed to their roles. Effective internal communications play a crucial role in building

this connection by providing regular updates on company news, opportunities for growth,

and recognition of employee achievements. This, in turn, reduces employee turnover and

the associated costs of recruiting and training new hires (Codoban, A. & Cordoș, A., 2019).

A study by Willis Towers Watson found that companies with highly effective

communication practices have 47% higher total returns to shareholders compared to

companies with less effective communication.

5. Stronger Employer Brand: Internal communications also contribute to shaping and

strengthening an organization's employer brand. When employees have a positive

experience and feel valued, they become brand ambassadors, sharing their positive

experiences with friends, family, and potential job candidates. This can attract top talent

and enhance the organization's reputation as an employer of choice (Codoban, A. & Cordoș,

A., 2019). For instance, companies like Apple and Microsoft are known for their strong

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employer brands, which are built upon effective internal communications that foster a

sense of purpose, innovation, and inclusivity.

2.4.1 Tips for Effective Internal Communications

- Utilize various channels: Use a combination of email, intranet, team meetings, and

digital platforms to reach employees effectively. Different channels cater to different

preferences and ensure the message reaches everyone.

- Tailor messages to different audiences: Consider the diverse needs and interests of

your employees and craft messages that resonate with each group. Personalize

communication to enhance engagement and relevance.

- Encourage two-way communication: Create opportunities for employees to provide

feedback, ask questions, and contribute their ideas. This fosters a culture of open

communication and empowers employees to be active participants in the organization's

growth.

- Be transparent and authentic: Honesty and transparency build trust among

employees. Share both the good and the bad news, and be genuine in your communication.

This authenticity creates a sense of credibility and fosters a positive work environment. In

conclusion, building a strong foundation through effective internal communications offers

numerous benefits for organizations. It improves employee morale, increases productivity,

enhances collaboration, reduces employee turnover, and strengthens the employer brand.

By following the tips provided, organizations can create a communication strategy that

fosters engagement, transparency, and success within their workforce.

2.5 Factors That Impact Cross-Cultural Communication in the Workplace and Beyond

Thus, cross-cultural communication refers to communication between people who differ in

any of the following: working styles, age, nationality, ethnicity, race, gender, sexual

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orientation, and so on. Cross-cultural communication can also refer to the use of words,

gestures, and body language to exchange, negotiate, and mediate cultural differences. It is

the means by which people from many cultures connect with one another (Bâ rgă oanu, A.,

2018). Culture can be practiced at various levels by each individual. There is the culture of

the society in which he grew up, the culture of his workplace, and other cultures in which a

person actively participates or withdraws gradually. A person's indigenous culture and the

majority culture to which he is exposed on a daily basis are continuously at odds.

Individuals who believe their culture is superior to others cause cultural disputes

(Codoban, A. & Cordoș, A., 2019). A wide range of academic areas has influenced

crosscultural communication. It is important to avoid disagreements that could lead to

conflicts between individuals or groups. Cross-cultural communication fosters trust and

facilitates collaboration. The emphasis is on providing the appropriate response rather

than the appropriate message.

In business, cross-cultural communication is crucial to successfully conduct business with

teams and stakeholders from around the world. Everyone benefits from greater

bandwidth, institutional knowledge, and competitive advantage when communication is

effective. Ineffective communication, on the other hand, can offend, confuse, or deliver the

wrong message, resulting in strained relationships with customers, partners, vendors, and

staff. The following are some of the most common cross-cultural barriers:

According to experts in the field, some of those factors include:

2.5.1 Cultural Identity

Culture can be defined as the learned behaviour of values, attitudes, thought patterns and

ways of doing things that a person brings with them from a particular place where they

were brought up as a child. These values and attitudes can have an impact on

communication across cultures because each person's norms and practices will often be

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different and may possibly clash with those of co-workers brought up in different parts of

the world.

2.5.2 Racial Identity

Racial identity refers to how one's membership to a particular race affects how they

interact with co-workers of different races

According to an article by Professor Daniel Velasco, published in 2013 Asian Conference on

Language Learning Conference Proceedings, there are exercises for intercultural training

that asks participants to describe, interpret, and evaluate an ambiguous object or

photograph. "If one is going to undertake the unpleasant goal of uncovering underlying

racism in order to learn how to better communicate with other cultures," Velasco writes,

"it is necessary to engage in exercises that confront racism head-on." His method, called

E.A.D., asks participants to objectively describe what they see first and evaluate what they

see. "By moving backwards through the . . . process, we are able to confront underlying

racism, which will hopefully pave the way for self-awareness, cultural respect, and effective

intercultural communication." (Prof. Daniel Velasco, 2013)

2.5.3 Ethnic Identity

Ethnic identity highlights the role ethnicity plays in how two co-workers from different

cultures interact with one another. In the United States, white European and Americans are

less likely to take their ethnicity into account when communicating, which only highlights

the importance of addressing different ethnicities in a workplace as a way of educating all

co-workers to the dynamics that may arise between individuals of the same or different

ethnic groups (Bâ rgă oanu, A., 2018). So what is the difference between race and ethnicity?

According to experts from PBS, "While race and ethnicity share an ideology of common

ancestry, they differ in several ways. First of all, race is primarily unitary. You can only

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have one race, while you can claim multiple ethnic affiliations. You can identify ethnically

as Irish and Polish, but you have to be essentially either black or white."

2.5.4 Gender Roles

Another factor that impacts intercultural communication is gender. This means that

communication between members of different cultures is affected by how different

societies view the roles of men and women. For example, a Westerner's reaction to rules

that require women in Saudi Arabia to cover themselves and only travel in public when

accompanied by a male family member as repressive and degrading. This is looking at the

world through a Western lens. Saudi women generally view themselves as protected and

honoured. When studying gender identity in Saudi Arabia it is important that we view the

Saudi culture through a Saudi lens. Women in the West generally struggle with these

traditional stereotypes, while women in Saudi Arabia embrace their cultural roles

(Codoban, A. & Cordoș, A., 2019).

2.5.5 Individual Identity

The individual identity factor is the fifth factor that impacts cross-cultural communication.

This means that how a person communicates with others from other cultures depends on

their own unique personality traits and how they esteem themselves. Just as a culture can

be described in broad terms as "open" or "traditional," an individual from a culture can also

be observed to be "open-minded" or "conservative." These differences will have an effect

on the way that multiple individuals from the same culture communicate with other

individuals.

2.5.6 Social Class

A sixth factor which influences intercultural communication is the social identity factor.

The social identity factor refers to the level of society that person was born into or

references when determining whom they want to be and how they will act accordingly.

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According to professors Judith N. Martin and Thomas K. Nakayama, authors of Intercultural

Communication in Contexts (McGraw-Hill), "scholars have shown that class often plays an

important role in shaping our reactions to and interpretations of culture. For example,

French sociologist Pierre Bourdieu (1987) studied the various responses to art, sports, and

other cultural activities of people in different French social classes. According to Bourdieu,

working-class people prefer to watch soccer whereas upper-class individuals like tennis or

golf and middle-class people prefer photographic art whereas upper-class individuals

favour less representational art. As these findings reveal, class distinctions are real and can

be linked to actual behavioural practices and preferences." (Prof. Judith N. Martin and

Thomas K. Nakayama, 1987)

2.5.7 Age

The age identity factor refers to how members of different age groups interact with one

another. This might be thought of in terms of the "generation gap". More hierarchical

cultures like China, Thailand, and Cambodia pay great deference and respect to their elders

and take their elders' opinions into account when making life-changing decisions. Cultures

like the United States are less mindful of their elders and less likely to take their advice into

account when making important decisions (Codoban, A. & Cordoș, A., 2019). Such attitudes

towards age cause the age identity factor to impact intercultural communication in the

workplace.

2.5.8 The Roles Identity Factor

The roles identity factor refers to the different roles a person plays in his or her life

including their roles as a husband or wife, father, mother or child, employer or employee,

and so forth. How two members of a workforce from two different cultures view these

various roles influences how they will interact with their fellow colleague or counterpart.

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