11

TVL-IA-EIM
Quarter 1 – Module 2:
MANAGING ORGANIZATIONAL
COMMUNICATION
Electrical Installation and Maintenance NCII – Grade 11
Alternative Delivery Mode
Quarter 1 – Module 2: Managing Organizational Communication
First Edition, 2020

Republic Act 8293, section 176 states that: No copyright shall subsist in any
work of the Government of the Philippines. However, prior approval of the
government agency or office wherein the work is created shall be necessary for
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impose as a condition the payment of royalties.

Borrowed materials (i.e., songs, stories, poems, pictures, photos, brand

names, trademarks, etc.) included in this module are owned by their respective
copyright holders. Every effort has been exerted to locate and seek permission to
use these materials from their respective copyright owners. The publisher and
authors do not represent nor claim ownership over them.

Published by the Department of Education

Secretary: Leonor Magtolis Briones
Undersecretary: Diosdado M. San Antonio

Development Team of the Module

Writer: Lester S. Barriga
Editors: Dennis S. Calinao, Gemuel C. Ibero, Howel Jay M. Caluyo
Reviewers: Dennis S. Calinao, Gemuel C. Ibero, Howel Jay M. Caluyo,
Jonathan A. Bayaton
Typesetter: Lester S. Barriga
Layout Artist: Alden B. Deguit
Management Team: Senen Priscillo P. Paulin, CESO V Rosela R. Abiera
Fay C. Luarez, TM, Ed.D., Ph.D. Maricel S. Rasid
Adolf P. Aguilar Elmar L. Cabrera
Nilita R. Ragay, Ed.D
Antonio B. Baguio

Printed in the Philippines by ________________________

Department of Education –Region VII Schools Division of Negros Oriental

Office Address: Kagawasan, Ave., Daro, Dumaguete City, Negros Oriental

Tele #: (035) 225 2376 / 541 1117
E-mail Address: negros.oriental@deped.gov.ph
 11

TVL-IA-EIM
Quarter 1 – Module 2:
MANAGING ORGANIZATIONAL
COMMUNICATION
Introductory Message
For the facilitator:

Welcome to the Electrical Installation and Maintenance Grade-11 Alternative

Delivery Mode (ADM) Module on Managing Organizational Communication!
This module was collaboratively designed, developed and reviewed by
educators both from public and private institutions to assist you, the
teacher or facilitator in helping the learners meet the standards set by the K
to 12 Curriculum while overcoming their personal, social, and economic
constraints in schooling.

This learning resource hopes to engage the learners into guided and
independent learning activities at their own pace and time. Furthermore,
this also aims to help learners acquire the needed 21st century skills while
taking into consideration their needs and circumstances.

In addition to the material in the main text, you will also see this box in the
body of the module:

Notes to the Teacher

This contains helpful tips or strategies
that will help you in guiding the learners.

As a facilitator, you are expected to orient the learners on how to use this
module. You also need to keep track of the learners' progress while allowing
them to manage their own learning. Furthermore, you are expected to
encourage and assist the learners as they do the tasks included in the
module.

ii
For the learner:

Welcome to the Electrical Installation and Maintenance Grade-11 Alternative

Delivery Mode (ADM) Module on Managing Organizational Communication!

This module was designed to provide you with fun and meaningful
opportunities for guided and independent learning at your own pace and
time. You will be enabled to process the contents of the learning resource
while being an active learner.

This module has the following parts and corresponding icons:

This will give you an idea of the skills or

What I Need to Know competencies you are expected to learn in
the module.

This part includes an activity that aims to

check what you already know about the
What I Know
lesson to take. If you get all the answers
correct (100%), you may decide to skip this
module.
This is a brief drill or review to help you link
What’s In the current lesson with the previous one.

In this portion, the new lesson will be

What’s New introduced to you in various ways; a story, a
song, a poem, a problem opener, an activity
or a situation.
This section provides a brief discussion of
What is It the lesson. This aims to help you discover
and understand new concepts and skills.

This comprises activities for independent

practice to solidify your understanding and
What’s More
skills of the topic. You may check the
answers to the exercises using the Answer
Key at the end of the module.
This includes questions or blank
What I Have Learned sentence/paragraph to be filled in to process
what you learned from the lesson.
This section provides an activity which will
What I Can Do help you transfer your new knowledge or
skill into real life situations or concerns.
This is a task which aims to evaluate your
Assessment level of mastery in achieving the learning

iii
 competency.
In this portion, another activity will be given
Additional Activities to you to enrich your knowledge or skill of
the lesson learned.

Answer Key This contains answers to all activities in the

module.

At the end of this module you will also find:

References This is a list of all sources used in

developing this module.

The following are some reminders in using this module:

1. Use the module with care. Do not put unnecessary mark/s on any
part of the module. Use a separate sheet of paper in answering the
exercises.
2. Don’t forget to answer What I Know before moving on to the other
activities included in the module.
3. Read the instruction carefully before doing each task.
4. Observe honesty and integrity in doing the tasks and checking your
answers.
5. Finish the task at hand before proceeding to the next.
6. Return this module to your teacher/facilitator once you are through
with it.
If you encounter any difficulty in answering the tasks in this module, do
not hesitate to consult your teacher or facilitator. Always bear in mind
that you are not alone.

We hope that through this material, you will experience meaningful

learning and gain deep understanding of the relevant competencies. You
can do it!

iv
 What I Need to Know

This module was designed and written with you in mind. It is here to help
you understand the importance and approaches of managing organizational
communication. The scope of this module permits it to be used in many
different learning situations. The language used recognizes the diverse
vocabulary level of students. The lessons are arranged to follow the standard
sequence of the course. But the order in which you read them can be
changed to correspond with the textbook you are now using.

The module contains the lesson:

 Managing Organizational Communication

After going through this module, you are expected to:

1. identify the strategies for comprehensive communication;
2. explain the approaches of managing organizational communication;
3. value the importance of managing organizational communication;

1
 What I Know

Fill in the blanks. Choose the best answer from the box. Write your answer on
your activity notebook.

A. Communication
C. Newsletters
E. External communication
G. Qualitative data
I. Two-way communication
B. Training
D. Quantitative data
F. Employee handbook
H. E-mail
J. Messaging applications

1. The __________ is used to communicate standard operating procedures,

guidelines and policies.
2. Communication __________ may encompass any number of topics,
including company communication policies, effective writing and
presentation skills, and train-the-trainer initiatives.
3. __________ includes measures such as turnover rates, productivity
rates and employee satisfaction benchmarks, as well as use of employee
service center options.
4. The purpose of __________ is to update employees on new policies, to
prepare for a weather disaster, to ensure safety throughout the
organization or to listen to the attitudes of employees.
5. __________ includes anecdotal evidence that employees' attitudes were
improved after the handling of an emergency situation or that focus group
information supported the strategy for communicating benefits changes to
employees.
6. __________ including public and community relations—may also be a
part of an organization's communication strategy.
7. __________ are used to communicate new information about the
organization, its products and services, and its employees.
8. __________ is a process by which digital information can be sent, received,
forwarded, and stored using telecommunications networks.
9. __________ to employee issues and concerns builds loyalty and drives
improved productivity.
10. __________ often refers to the texting app built into every cellphone and
smartphone or to a third-party app that is used in lieu of the carrier's app.

2
Lesson
Managing Organizational
1 Communication

Communication is a vital management component to any organization.

Whether the purpose is to update employees on new policies, to prepare for
a weather disaster, to ensure safety throughout the organization or to listen
to the attitudes of employees, effective communication is an integral issue in
effective management. To be successful, organizations should have
comprehensive policies and strategies for communicating with their
constituencies, employees and stakeholders as well as with the community
at large.

The following communication topics are discussed in this module:

1. The impact of effective and ineffective communication on the

organization and its employees.
2. How to build an effective communication strategy.
3. The various constituencies affected by the communicated information.
4. Measuring results.
5. How to select the appropriate audience for each type of message.
6. The types of communication methods used in organizations.

What’s In

Let’s review!

Organizational policies and procedures communicate the values and vision

of the organization; ensuring employees understand exactly what is expected
of them in certain situations that is an important factor in managing
organizational communication. Proper dissemination of organizational
policies and procedures through the use of the different approaches in
communication can lead to a smooth flow of exchanging information among
members of the organization and can result to the achievement of
organizational goals.

3
 Notes to the Teacher
This module contains the topics on managing organizational
communication. To enhance the learners’ experience in this
module, varied activities are introduced relevant to the topic.
Hence, a thorough explanation on the use of this module is
required as well as keeping track of the learners’ progress to
ensure its effectiveness.

Continued guidance and encouragement is expected of the

facilitator within the duration of the module in order for the
learners to sustain its requirements.

What’s New

Gertrude has returned to work at her toy company job after a week's
vacation. She heads to her office and cringes when she turns on her
computer. Her email inbox shows 400 messages waiting for her reply as well
as a bunch of voicemails. Gertrude sighs and realizes there is no escape
from workplace communication.
Workplace communication is the transmitting of information between one
person or group and another person or group in an organization. It can
include emails, text messages, voicemails, and notes.

4
 What is It

Communication Strategy

The Importance of a Comprehensive Communication Strategy

Most HR professionals and organizational leaders agree that linking

corporate communication to business strategy is essential to effective and
consistent business operations. With a formal and comprehensive
communication strategy, organizations can ensure that they:

1. Communicate consistent messages.

2. Establish a recognizable employment brand.
3. Deliver messages from the top that are congruent with the
organization's mission, vision and culture.

The impact of effective communication

Effective communication may contribute to organizational success in many

ways. It:

1. Builds employee morale, satisfaction and engagement.

2. Helps employees understand terms and conditions of their
employment and drives their commitment and loyalty.
3. Educates employees on the merits of remaining union-free (if that is
the organization's goal).
4. Gives employees a voice—an increasingly meaningful component of
improving employees' satisfaction with their employer.
5. Helps to lessen the chances for misunderstandings and potentially
reduces grievances and lawsuits.
6. Improves processes and procedures and ultimately creates greater
efficiencies and reduces costs.

The impact of ineffective communication

Ineffective communication may increase the chances for misunderstandings,
damage relationships, break trust, and increase anger and hostility.
Ineffective communication may stem from poorly aligned strategy, a failure
to execute the strategy, use of the wrong communication vehicle, bad timing,
and even nuances such as word choice or tone of voice
Two-way communication
HR professionals may initially think of communication mainly in the context
of delivering messages to employees about business issues, policies and
procedures, but two-way communication plays an essential role in a
comprehensive communication strategy. Listening to employee issues and

5
concerns builds loyalty and drives improved productivity. Organizational
leaders can learn through listening about issues or concerns before they
become formal grievances or lawsuits. They can also discover potential
employee relations issues and learn about attitudes toward terms and
conditions of employment.
Building a Communication Strategy
To develop a communication strategy, employers should begin by linking
communication to the strategic plan, including the organization's mission,
vision and values; its strategic goals and objectives; and its employment
brand.
Effective communication strategies:

1. Safeguard credibility to establish loyalty and build trust.

2. Maintain consistency to establish a strong employment brand.
3. Listen to employees and to members of the leadership team.
4. Seek input from all constituencies.
5. Provide feedback.
6. Prepare managers in their roles as organizational leaders.

A communication strategy includes the following elements:

1. Highly effective strategies that are often top-down, with senior management
setting the tone for a cascading series of messages.
2. A budget that allows for the use of various types of communication vehicles
depending on the message to be delivered and any unique issues associated
with it.
3. A process by which leaders evaluate any particular situation driving the
need to communicate and from which key messages will emerge.
4. A method for generating feedback and using it to shape follow-up messages.
5. A customized delivery approach with communication materials that are easy
to understand.

Constituencies
Everyone in the organization has a role to play in communication:

1. The CEO and senior managers are ultimately responsible for setting the tone
and establishing organizational culture. Key leaders should be coached on
their role in ensuring effective companywide communication.
2. The HR professional and communication leader also have critical roles,
especially in challenging economic environments.
3. Managers are responsible for daily communication with their employees and
for relating to their peers and colleagues.
4. All employees have a responsibility to voice concerns and issues, provide
feedback, and listen effectively.

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Training
Communication training may encompass any number of topics, including:

1. Company communication policies.

2. Effective writing and presentation skills.
3. Train-the-trainer initiatives.

A strong training component will not only equip leaders to communicate

effectively with their teams and other organizational leaders, it will also help
them understand the appropriate communication channels and protocols.
Responding to employee issues
There is no better way to cause resentment among employees than to ask
them for feedback and then fail to act in response to their concerns. Honest,
constructive feedback from employees starts with trust and the
understanding that employees can voice their concerns without fear of
retaliation.
Dealing with external media
External communications—including public and community relations—may
also be a part of an organization's communication strategy. HR
professionals, in conjunction with public relations professionals and top
management, should develop formal policies and procedures for dealing with
external media.
Measuring results
While organizations generally agree that measuring and quantifying results
of communication plans are beneficial, this goal is difficult to accomplish.
Given the elusive nature of communication data, determining a cost-benefit
ratio, for example, may be challenging. Did the organization fare better
because of the manner in which it communicated crucial information about
a merger or acquisition? Was the impact of a reduction in force on morale
mitigated by the way in which employees were told?
Despite the difficulty of doing so, organizations should strive to collect
qualitative and quantitative information to evaluate their efforts:

1. Qualitative data may include anecdotal evidence that employees' attitudes

were improved after the handling of an emergency situation or that focus
group information supported the strategy for communicating benefits
changes to employees.
2. Quantitative data may include measures such as turnover rates,
productivity rates and employee satisfaction benchmarks, as well as use of
employee service center options.

VEHICLES AND APPROACHES

One of the major challenges in developing and executing communication
plans is to select the best vehicles for delivering any given message to and
from employees. With so many choices, such as face-to-face communication,

7
electronic media, meetings, printed materials and webinars, the decision
becomes quite complex. Is the communication best suited for an electronic
message via e-mail or for a face-to-face meeting? Should communication be
mailed to the home address of the employee if family members are affected
by the news, such as in a benefits update, or is it best communicated in a
meeting conducted on work time?
New forms of electronic media raise additional questions. With social media
opportunities available to any individual, HR professionals may need to
consider not only strategies to tap into this medium but also policies for
employees using this medium to communicate among themselves.
When selecting the best communication vehicle, organizational leaders
should consider:

1. Timing. The timing of the information may be imperative, such as in

emergency situations.
2. Location. Employees' location may affect this selection. Are all
employees in one building, at multiple sites or situated globally? Do they
work virtually?
3. Message. Another issue that affects the decision is the sensitivity of
the information. For layoff or termination information, most
professionals agree that face-to-face meetings trump any other means of
communication, but some issues may make these meetings impossible
due to the geographic location of the employees, the number of
employees affected and other factors.

Organizational leaders have many options, including the following, when

selecting a communication vehicle.
Handbook
The employee handbook is used to communicate standard operating
procedures, guidelines and policies. The handbook is also used to
communicate the organization's mission, vision and values, helping to
establish an organizational culture and employment brand. While most
employee handbooks traditionally have been produced in print format, more
organizations are moving toward an electronic format, allowing for easy
updating, documentation and review, especially when all employees have
access to computers.
Newsletters
Newsletters are used to communicate new information about the
organization, its products and services, and its employees. Newsletters may
be in print or electronic format and may be sent to the employee as well as
to his or her family, especially when the news directly affects family
members. Newsletters may be published on a regular basis (weekly,
monthly, quarterly) or whenever the organization has news to report.

8
Town hall meetings
A Town Hall Business Meeting is an organization-wide business meeting in
which an executive report is made and then employees or guests have an
opportunity to ask questions, and engage with business executives.

Town hall meetings are an option to gather employees together to share

news, celebrate successes or communicate companywide information that
affects all employees. These meetings are most effective when employees are
physically located in one geographic area, but for some critical meetings,
employees may be brought to one central location. Alternatively, town hall
meetings may be held in various locations when employees are widely
dispersed geographically or may be held electronically via webinars or
teleconferences.
E-mail
Electronic communication is a fast and easy way to reach many employees
at once. It may be best used when information is urgent, such as in
emergencies. E-mail communication presents some difficulties because tone
of voice and inflection are absent, making an ironic or sarcastic remark
appear rude or harsh, which may not be the intended message.

Electronic mail (e-mail) is a process by which digital information can be

sent, received, forwarded, and stored using telecommunications networks.
Using the Internet, e-mail can be transmitted outside of corporate networks.
Messages can also be sent to bulletin boards. Here, information, including
files and programs pertaining to topics of interest, is posted on computer
networks for review.

Memoranda, reports, notices of meetings, minutes of meetings, newsletters,

security bulletins, notifications of alarms, and messages with easily
attached files can be sent at any time to one or many persons. Modern e-
mail software can notify the sender when the intended recipient has
accessed an e-mail message. Shared folders that can be accessed by all
employees of a firm can be used to store information such as company
security policies and procedures. A manager’s appointment calendar can be
electronically accessed by authorized persons and updated pending approval
from the manager. (Similarly, a group of persons can coordinate their
schedules using a common electronic calendar.) Most e-mail software can be
programmed to send out-of-office messages (OOOs or OOMs) to inform
senders that the recipient is away for an extended time. Users can
often remotely access e-mail.

Confidential information should not be transmitted via e-mail; indeed, all e-

mail communications should be treated with no expectation of privacy.
(Some companies require that e-mail outside of their corporate networks be
encrypted for data security.)

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Face-to-face meetings

Face-to-face meetings is one where all the participants are physically in the
same place. In other words, a face-to-face meeting is what everyone used
to just call "a meeting" before the advent of conference calls and web
conferencing.

Face-to-face meetings with employees are one of the best ways to relay
sensitive information. During layoffs or restructurings or when handling
employee performance issues, face-to-face communication is generally
preferred.

Telephone

The telephone is another way to communicate information to employees.

Whether it is used in the traditional sense when face-to-face communication
is not physically possible or in more state-of-the-art communication via
webinars or voice mail blasts, the telephone is a staple in communication
vehicles. It is an instrument designed for the simultaneous transmission
and reception of the human voice. The telephone is inexpensive, is simple to
operate, and offers its users an immediate, personal type of communication
that cannot be obtained through any other medium.

Surveys/polls

Survey: A survey gathers information from a set of people, with the purpose
of generalizing the results to a larger population. Surveys provide a
significant source of data and insights for almost everyone in the
information business, from government and private organizations to media
and academic institutions.

Two-way communication is vital to any effective communication strategy,

and developing formal tactics to listen to employees is essential. Employers
can elicit fast feedback through surveys and polls about specific issues (like
a new benefit or policy) or general concerns.

Stories

Storytelling creates a picture through words so that the message becomes

memorable. Organizational leaders are beginning to understand how
storytelling can be used as a powerful business tool to impart company
culture, to create an employment brand, and to build trust and loyalty
among employees.

Social media

Many individuals regularly use social media sites like Twitter, LinkedIn and
Facebook, not only for recreational purposes but as a business
communication tool. Social media can help recruiters’ source top talent,

10
help salespeople identify potential contacts and allow employees to keep in
touch with their leaders. HR professionals should ensure that company
policies are updated so that social media is used appropriately in the
workplace. These are websites and applications that enable users to create
and share content or to participate in social networking.

Messaging apps

Messaging applications such as Jabber and Slack and chat boots that
interact with applicants and employees through automation may be the
future of workplace communication. The next generation of workers prefer
chat and messaging apps over traditional e-mail.
Messaging applications are software that enables messages to be sent and
received. Although the term may refer to instant messaging or e-mail
software, it often refers to the texting app built into every cellphone and
smartphone or to a third-party app that is used in lieu of the carrier's app.

Virtual team meetings

Organizations may have employees located across the city or across the
globe and may need to rely on virtual team meetings to get work done.
Setting expectations and establishing protocols are vital steps in ensuring
that communication will be effective. Since written communication, whether
in print or in electronic format, can hide tone of voice, inflection and other
nuances of communication, many work teams rely on videoconferences and
Internet-based technologies to make virtual meetings more productive.
A virtual meeting is when people around the world, regardless of their
location, use video, audio, and text to link up online. Virtual meetings allow
people to share information and data in real-time without being physically
located together. Virtual meetings use video-teleconference (VTC) software,
such as Microsoft's Skype, Adobe's Connect and Google's Hangouts, to name
a few. In this lesson, we will cover how VTCs are employed and what
capabilities they bring to people and organizations who wish to use them.

The "grapevine"

One of the most used and undermanaged tools for employee communication
is the proverbial grapevine. Watercooler discussions are still a mechanism
for employees to hear the latest news unfiltered by management, and they
continue to be a source for employees in learning the inside story.
Employers must be mindful that whatever formal communication strategy is
used, the grapevine still exists and will be tapped by employees at all levels.
The grapevine should not be discounted when considering the best tool to
listen to and learn about employee issues.

Types of Messages

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The type of message sent is a major factor in choosing the appropriate
communication channel.

Standard operating procedures

There are many ways to communicate policies and procedures—staff
meetings, employee orientation sessions and one-on-one coaching, for
example—but employee handbooks are still the best way to deliver a
consistent message to all employees with respect to standard operating
procedures.

General business updates

General organizational updates may be communicated through newsletters,

e-mails or town hall meetings or in small group huddles.

Bankruptcy, downsizing and restructuring

Employers should use several different communications means to announce

and update employees when an organization faces bankruptcy, a
restructuring or a downsizing. Whether in regular briefings by top leaders—
through voice mail blasts, e-mail alerts or town hall meetings—or in
departmental or group meetings, the employer needs to keep employees
apprised of whatever information may be necessary to keep the organization
running smoothly.

Benefits changes

Communication regarding employee benefits may greatly affect employees'

perceptions of the value of their compensation package and, moreover, the
value of their employment with an organization. Accordingly, benefits
communications should be planned carefully using means appropriate to
the circumstances: printed messages, virtual or face-to-face meetings, one-
on-one briefings, and so on. Major benefits changes—such as a new carrier
or new options—require a more comprehensive approach than the one used
for routine updates.

Emergencies

Emergencies—such as those caused by weather, violent employee behaviors,

natural catastrophes or terrorists—require quick and effective
communication to ensure the health and safety of employees and their
families. A comprehensive disaster plan, complete with communication
strategies and standard policies for dealing with emergencies, should be a
requirement for all organizations.

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Merger or acquisition

Communication issues with mergers and acquisitions are a high priority for
HR professionals. HR professionals must consider how to communicate new
benefits plans, new operating procedures, a new company culture, revised
organizational charts and myriad other issues during mergers and
acquisitions.

What’s More

Exercise
Direction: Match column A with column B. Write your answer on your activity
notebook.
A B

1. Handbook a. websites and applications that

enable users to create and share
content or to participate in social
networking.

2. Newsletters b. is when people around the

world, regardless of their
location, use video, audio, and
text to link up online.

3. Town hall meetings c. It is an instrument designed

for the simultaneous
transmission and reception of the
human voice.

4. E-mail d. gathers information from a set

of people, with the purpose of
generalizing the results to a
larger population.

5. Face-to-face meetings e. it creates a picture through

words so that the message becomes
memorable.

6. Telephone f. is used to communicate

13
 standard operating procedures,
guidelines and policies.

7. Survey/polls g. are used to communicate new

information about the
organization, its products and
services, and its employees.

8. Stories h. is one where all the

participants are physically in the
same place.

9. Social media i. is a process by which digital

information can be sent, received,
forwarded, and stored using
telecommunications networks.

10. Virtual team meetings j. is an organization-wide

business meeting in which an
executive report is made and
then employees or guests have
an opportunity to ask questions,
and engage with business
executives.

What I Have Learned

Write your answers in your activity notebook.

I have learned that ________________________________________.

I have realized that ________________________________________.

I will apply ________________________________________________.

14
 What I Can Do

Activity
Make a list of your experiences in using social media as means of communication.
How did it help you convey information to others? What are the challenges you
encountered in using this type of medium for communication. Write your answers
in your notebook.

Essay Rubrics

Areas of
Assessment A B C D
Presents ideas Presents ideas
in an original in a consistent Ideas are too Ideas are
Ideas manner manner general vague or
5 points 4 points unclear
3 points 1 point
Organization Strong and Organized Some No
organized beg/mid/end organization; organization;
beg/mid/end attempt at a lack
10 points 7 points beg/mid/end beg/mid/end
4 points 1 point
Understanding Writing shows Writing shows Writing shows Writing shows
strong a clear adequate little
understanding understanding understanding understanding
10 points 7 points 4 points 1 point
Mechanics Few (if any) Few errors Several errors Numerous
errors errors
5 points 4 points 3 points 1 point

Assessment

A. Identification. Choose the best answer from the box. Write your answer on your
activity notebook.

A. Town Hall Meetings B. Surveys

C. E-mail D. Newsletters
E. Face-to-face meetings F. Virtual Team Meetings
G. Employee Handbook

15
_____ 1. Electronic communication is a fast and easy way to reach many

employees at once.
_____ 2. Are used to communicate new information about the organization,
its products and services, and its employees.
_____ 3. A meeting where all the participants are physically in the same
place. It is what everyone used to just call "a meeting" before the
advent of conference calls and web conferencing.
_____ 4. It is an organization-wide business meeting in which an executive
report is made and then employees or guests have an opportunity to
ask questions, and engage with business executives.
______ 5. It is also used to communicate the organization's mission, vision
and values, helping to establish an organizational culture and
employment brand.
______ 6. Organizations may have employees located across the city or across
the globe and may need to rely on virtual team meetings to get work
done.
______ 7. Gathers information from a set of people, with the purpose of
generalizing the results to a larger population.

B. Write TRUE if the statement is correct and FALSE if the statement is

wrong. Write your answers on your activity notebooks.

_____ 1. With a formal and comprehensive communication strategy,

organizations can ensure that they communicate consistent
messages.
_____ 2. Honest, constructive feedback from employees starts with
skepticism and the understanding that employees can voice their
concerns without fear of retaliation.
_____ 3. One of the major challenges in developing and executing
communication plans is to select the information for delivering any
given message to and from employees.
_____ 4. The handbook is also used to communicate the organization's
products, services and plan, helping to establish an organizational
culture and employment brand.
_____ 5. E-mail communication presents some difficulties because tone of
voice and inflection are absent.
_____ 6. Face-to-face meetings with employees are one of the best ways to
relay sensitive information.
_____ 7. Surveys provide a significant source of data and insights for
almost everyone in the information business, from
government organizations only.
_____ 8. General organizational updates may be communicated through
newsletters, e-mails or town hall meetings or in small group
huddles.

16
 Additional Activities

Activity:
Instruction: Look at the image below. What do you think is being portrayed by the
image? Relate your analysis with communication. Write your answer in your
notebook.

Essay Rubrics

Areas of
Assessment A B C D
Presents ideas Presents ideas
in an original in a consistent Ideas are too Ideas are
Ideas manner manner general vague or
5 points 4 points unclear
3 points 1 point
Organization Strong and Organized Some No
organized beg/mid/end organization; organization;
beg/mid/end attempt at a lack
10 points 7 points beg/mid/end beg/mid/end
4 points 1 point
Understanding Writing shows Writing shows Writing shows Writing shows
strong a clear adequate little
understanding understanding understanding understanding
10 points 7 points 4 points 1 point
Mechanics Few (if any) Few errors Several errors Numerous
errors errors
5 points 4 points 3 points 1 point

17
 18
What’s More
1. f
2. g
3. j
4. i
5. h
6. c
7. d
8. e
9. a
10. b
Answer Key
References

“An Introduction to Organizational Communication.” Lardbucket.org.

Accessed July 9, 2020. https://2012books.lardbucket.org/pdfs/an-
introduction-to-organizational-communication.pdf

Lammers, J., and J. B. Barbour. “An Institutional Theory of Organizational

Communication.” Article in Communication Theory, July 2006.
https:// DOI: 10.1111/j.1468-2885.2006.00274.x

“Managing Organizational Communication.” SHRM.org. Accessed July 9,

2020.https://www.shrm.org/resourcesandtools/tools-and
samples/toolkits/pages/managingorganizationalcommunication.aspx

“What is a Virtual Meeting Technology Strategies Quiz.” Study.com.

Accessed June 10, 2020. https://study.com/academy/lesson/what-
is-a-virtual-meeting-technology-strategies-quiz.html

Stacia Wert‐Gray, Candy Center, Dale E. Brashers & Renee A.

Meyers (1991) Research topics and methodological orientations in
organizational communication: A decade in review, Communication
Studies, 42:2, 141-154, DOI: 10.1080/10510979109368329

“Workplace Communication Importance Strategies Examples.” Study.com.

Accessed June 10, 2020.
https://study.com/academy/lesson/workplace-communication-
importance-strategies-examples.html
For inquiries or feedback, please write or call:

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