DECLARATION

I hereby declare that this submission in my own work and that my best my knowledge and belief
it contain no material previously published or written or material which has been accepted for
award of any degree or diploma of university or other institute of higher learning except where
due acknowledge has been in the text and reference list

Faiza Ibrahim Gas Signature__________ Date: 16-May-2018

This is to certify that this is the bonafide work of (Faiza Ibrahim Gas)

Carried out under supervisor

Name of advisor______________________________ Signature ________ Date: _______

i
 APPROVAL

This is to certify that thesis entitled the effect of ―The Effect of Communication on
Organizational Change‖.

Submitted by Mss. Faiza Ibrahim Gas toward partial fulfillment of the requirement for the
award of the bachelor degree of arts in Human Resource Management and Leadership.

Name of the advisor :_________________________________ Signature__________

Name of the external examiner___________________________ Signature__________

Name of the academic dean _______________________________ Signature__________

ii
 ACKNOWLEDGEMENT

My first and foremost gratitude and thanks is for Allah due to his plenty blessings and
capabilities , abilities and energy he gave and bestowed me to finish and complete this wonderful
outcome ( Thesis Material ) because without his power and guiding‘s, I would NOT come to this
beautiful end.

Secondly, warmly and greatly thanks to my dear, Honorable supervisor Mr. Mawlid Abdilahi
Ahmed who played a very vital role of our higher Education life cycle, who support, Motivated,
Guided and taught me the different advantageous Knowledegewich will surely help me in my
whole life if ALLAH says.

This thesis would not have been possible without the guidance and help of several individuals
who in one way or another contributed and extended their variable assistance in the preparation
and completion of my study. I also extremely thankful to our great family, who was the
backbone of my learning process and my heartfelt gratitude and appreciation go to my dear
Mother JawahirMusse, Sisters , Brothers, Friends and all administrations of new
Generation University College , Sagal Jet Management Suleiman, Ismail Shirwacand
Special Thanks My Lecturer Mohamed Osman Ahmed (Amiin) and my Sister Hibo
Suleiman Artenand any one contributed during this study and Dear classmate of MHRML.

Lastly let me Thanks and gratitude goes to my very dear brother Mr. Abdiqani M. Ali (Owner
and Manager of Andalus Printing Centre) for his useful technical advising and helping.

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 ABSTRACT

This study was investigated the effect of communication on organizational change at sagal jet
print in Hargeisa Main Center, Somaliland. It was guided by four objectives and they are; to
identify the demographic characteristics in terms of age, gender, educational level, marital status
and experience. To measure the level of communication in sagal jet print, to measure the level of
organizational change and correlation between the two variable.

The technicality of this study was employed the following items the descriptive research design
was implemented specially by correlation, used simple random sampling procedure to choose the
needed respondents. Slovene‘s formula was computed the sample from the target population and
the instrument used was the questionnaire to collect the interested information and investigating
questions from the unit of the analysis

Sagal jet print.

The first objective of this study (the demographic characteristics) was analyzed by the frequency
and percentage tables while the other two objectives was used Mean and Standard Deviation and
Pearson Correlation Coefficients for the fourth objective . The study was identified that the level
of communication in gal jet was high with the average mean of (2.92) while the level of change
was also high with the mean of(.743).

This paper was revealed, identified that there was a medium positive correlation between the
effect of communication on organizational change ,and was r=. .562

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 TABLE OF CONTENTS

DECLARATION ............................................................................................................................. i

APPROVAL ................................................................................................................................... ii

ACKNOWLEDGEMENT ............................................................................................................. iii

ABSTRACT ................................................................................................................................... iv

TABLE OF CONTENTS ............................................................................................................. v

CHAPTER ONE: THE PROBLEM AND ITS SCOPE ............................................................ 1

1.0 Introduction ........................................................................................................................... 1

1.1Background of study .............................................................................................................. 1

1.2 Problem Statement of the study ............................................................................................ 3

1.3 Research objectives ............................................................................................................... 3

1.4 Significance/ Important of the study ..................................................................................... 3

1.5 Scope of the Study................................................................................................................. 4

1.6 Description of the Study........................................................................................................ 4

CHAPTER TWO: REVIEW OF RELATED LITERATURE ................................................. 6

2.0 Introduction ........................................................................................................................... 6

2.1 Concept of Communication .................................................................................................. 6

2.2 Organisational change ......................................................................................................... 11

2.3 Theoretical Perspective ....................................................................................................... 19

2.4 Related Studies .................................................................................................................... 22

CHAPTER THREEMETHODOLOGY ................................................................................... 24

3.0 Introduction ......................................................................................................................... 24

3.1 Variable Definitions ............................................................................................................ 24

3.2 Research Types ................................................................................................................... 24

3.3 Research Approach ............................................................................................................. 25

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 3.4 Research Instruments .......................................................................................................... 25

3.5 Validity and Reliability ....................................................................................................... 25

3.6 Sample Design..................................................................................................................... 25

3.7 Source of Data ..................................................................................................................... 27

3.8 Data Presentation Tools ...................................................................................................... 27

3.9 Data Analysis and interpretation ......................................................................................... 27

3.10 Limitations of the study..................................................................................................... 28

CHAPTER FOUR ....................................................................................................................... 29

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA ............................... 29

4.0 Introduction ......................................................................................................................... 29

4.1 Demographic Characteristics of Respondents..................................................................... 29

CHAPTER FIVE ........................................................................................................................ 37

FINDINGS, CONCLUSIONS, RECOMMENDATIONS ....................................................... 37

1.0 Introduction ......................................................................................................................... 37

5.1 Findings ............................................................................................................................... 37

5.2 Conclusion........................................................................................................................... 39

5.3 Recommendations ............................................................................................................... 40

REFERENCE .............................................................................................................................. 41

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 CHAPTER ONE: THE PROBLEM AND ITS SCOPE

1.0 Introduction
This chapter focuses on background of the study, statement of the problem, research objectives,
significance of the study scope, and description of study area/organization .limitation of the
study.

1.1Background of study
The word communication has a rich and complex history. It first appeared in English Language
in the fourteenth century, taken from the Latin word ―communicate‖ which means to impact
share or make common. Bateman (1999) defines communication as the transmission of
information and meanings from one party to another through the use of shared symbols.
Communication is the action or process of using words, sounds, signs, or behaviors to express or
exchange information or to express your ideas, thoughts, and feeling to someone else and an act
or instance of transmitting. Communication can make employees feel that they are valued and
that they are an important part of the business. The importance of effective communication is
highlighted in numerous motivational theories as being important to increase morale. Effective
communication also forms the foundation for the Kaizan approach for continuous improvement.
Using this approach changes arise organizational culture that encourages the communication of
their thoughts and ideas (Cummings, 2002). Communication plays a coordinating and
integrating role in the management of the affairs of any organization, whether in the functions of
planning, organizing, staffing, leading or controlling.

Effective communication is essential for any business or organization to prosper. It cuts out on
wasted time and provides both customers and employees with the necessary Organizational
change is the combination of fulfilling the employee's needs and expectations from work and the
workplace factors that enable employee

According to Banihashemi (2011), communication as a medium, a means to performance ends,

or as constitutive, as the end in itself. Communication is a process of transmitting information
from one person to another. According to Stephen (2011),

Therefore any organization that understands the importance of communication uses it in their
organizational environment. Since, it ensures coordination of factors of production and most

1
importantly material and human elements of organization as an efficient network of change and
advancement.

According to Suavely (2001) as cited by Robins (2006), communication process is initialed

through the following means the sender-encoding-the message-the channel- decoding-the
receiver- noise and feedback. It is estimated that managers spend over 80% of their day
communicating with others. Since most of the basic management process- planning, organizing,
leading and controlling – cannot be performed without effective communication.

Communication in the 19th Century, Communication became far more efficient in the 19th
century. In the early 19th century the recipient of a letter had to pay the postage, not the sender.
Then in 1840 Rowland Hill invented the Penny Post. From then on the sender of a letter paid.
Cheap mail made it much easier for people to keep in touch with loved ones who lived a long
way off. Meanwhile Ralph Wedgwood invented carbon paper in 1806.The telegraph was
invented in 1837. A cable was laid across the Channel in 1850 and after 1866 it was possible to
send messages across the Atlantic.

In AfricaContext is characterized by enormous changes over time and variations among

societies. Historically, as might be expected for such a large and ancient continent—the second
largest in the world and the one where humanity originated—African societies have exhibited
high levels of cultural diversity, uneven patterns of political and socioeconomic development,
and different forms of engagement with other world regions. Africa is home to hundreds of
cultural groups and languages that have influenced each other in complex ways. It has given rise
to advanced societies, such as the ancient civilizations of Egypt and West Africa, which existed
alongside simpler societies.

In Somaliland Contextthere is a hug poor communication, and there is gab and the researcher
will find this gab, Organizational change has widely become an area of focus in management
literature. Despite the growing significance and research, many of the attempts to generate
organizational change fail. Recent studies reveal that change efforts often suffer a dismal fate.
Some research indicates a failure rate of one Thirdto two-thirds of major change initiatives (Beer
& Nohria, 2000; Bibler, 1989); more pessimistic results

2
1.2 Problem Statement of the study
According to the center of commerce of Somaliland (2011) ―there is poor organizational change
in companies in Hargeisa Somaliland‖ (Salaam. A, 2016). The identifiable signs or features of
this problem include employee exhausting, process get lost, time and cost consuming , Customer
complaining ,poor technology and etc. if it continues it may lead to failure to the business
process and lack of innovation and organization may bankruptcy However, the problem of poor
organizational change has many possible causes such as, poor management, rigid organizational
culture , lack of employees participation , lack of training , absolute technology but the most
difficult cause of this study is lack of communication or poor of communication among the staff
and executives is the one who either get success or failure to the organization. And this research
was used this interesting cause because it is not studied earlier in this area.

1.3 Research objectives

1.3.1General objective

The general objective of this study is to identify the relationship between the Effect of
communication on Organizational Change in Sagal jet Company inHargeisa, Somaliland.

1.3.2 Specific objective

This research study for the following specific objectives:

1. To address the profile demographic characteristics of the respondents
2. To determine the extent of Employee Communication in Sagal jet Hargeisa, Somaliland?
3. To find out the extent of communication Sagaljet Company, Hargeisa, Somaliland?
4. To study the relationship between The Impact of communication on Organizational Change?

1.4 Significance/ Important of the study

The study findings are significant to the following stakeholders;

 Sagal Jet Printing and Publishing Company:its significance for Sagal jet in different
perspectives like Improving Communication of employee.
 Private Companies is utilize this study if need to solve this problem, because of evidence
solution and support document a time of decision making specially the Sagl Jet Company.
 The future researchers will utilize the findings of this study to embark on a related study.

3
 Students are utilizing this study for purpose of references, the time of prepared their thesis
paper.

1.5 Scope of the Study

1.5.1 Geographical scope
This study was conducting in Somaliland country particularly the Hargiesa city. Because is one
of the most population area in country Somaliland, a region in the eastern horn of Africa
Specifically will implement the

1.5.2 Theoretical scope

Kurt Lewins (1958) described the change process of an organizational system as a series of
transitions between three different states: unfreezing-transition-refreezing Still considered one of
the most accurate descriptions of how change occurs

1.5.3 Content scope

This study was examined the literature of the two variables of Communication on organizational
change.

1.5.4 Time scope

This study was taken the duration of four months, starting 10Febaruary to 20 June 2018.

1.6 Description of the Study

Sagal jet is first and largest printing and publishing company operated in Somaliland. it was
officially established in Hargeisa, Somaliland in 2007. The company covers a wide variety of
private and public sectors having thousands of customer, Headquarter in Hargeisa, the company
employee more than 150 Employees, although sagal jet has printing operations outside in
Somaliland borders it generates must of its revue in Somaliland territory. The Company
provides both personalized and publicized printed items. Products and service of agal jet
company includes (printing t-shirts, flags, 3D sing boards, Business cards etc) It was started
operations with one office and one publication room. Now it has branches in all regions of
Somaliland. Last year Sagaljet expanded regionally and opened offices in Djibouti and Dubai‘s

4
Vision

Saga jet aspires to be the leading agent of innovation in printing services that guarantees success
for its client in the horn of Africa

Mission

The company‘s mission is to provide the highest quality printing and publication service possible
for its clients in the horn of Africa.

5
 CHAPTER TWO: REVIEW OF RELATED LITERATURE

2.0 Introduction
This section reviews past studies done on communication and Organizational Change. It
critically analyses existing literature on effect of communication and organizational change in
order to identify gaps hence justifying the reason for conducting the research. In this chapter the
various theories have been explored that have been advanced the effect of communication and
organization change.

2.1 Concept of Communication

The word .communication may have different meanings for different people in different
contexts. Sometimes communication refers a process. Sometimes, by the term we mean some
human acts. And, communication is a kind of discipline of knowledge too Cummings, (2002).

Communication is vital to the effective implementation of organizational change (DiFonzo and

Bordia, 1998; Lewis and Seibold, 1998; Schweiger and Denisi, 1991). ―The general importance
of communication during planned change has already been empirically demonstrated and
generally agreed among practitioners‖ (Lewis, 1999). Poorly managed change communication
results in rumors and resistance to change, exaggerating the negative aspects of the change
(DiFonzo et al., 1994; Smelzer and Zener, 1992). ―The empirical picture that is slowly emerging
indicates that communication process and organizational change implementation are inextricably
linked processes‖ (Lewis, 1999, p. 44).

Why communication is important during organizational change is also demonstrated by the

model of the dynamics of planned organizational change (Robertson et al., 1993). Robertson et
al. state that the change effort is dependent of the ability of the organization to change the
individual behavior of individual employees. If organizational change is about how to change the
individual tasks of individual employees, communication about the change, and information to
these employees is vital. Communication with these employees should be an important, and
integrative part of the change efforts and strategies. As process communication is such a system
where different entities are engaged in a specific manner for example, human beings are engaged
in expressing and knowing information through the use of words or other kinds of signs. Here,

6
humans, sings, channels and other entities are associated in a process called communication.
Whereas sharing information is also called a communication. As communication has been
considered as such process through which meanings and social realities are
created/received/shared it is taken as the base of the human society. Without communication,
there would be no existence of human society. It is no exaggeration to say that communication is
at the heart of human existence. In fact we live in communication. Without communication there
is no possibility of social interaction, political and economic activates. In other word we can say
that, it is a capacity to communicate which made social cohesion and hence the growth of
civilization possible.

Communication is human act .Though we are not often aware of human beings are constantly
evolved in the communication process. Whatever we do it has communicating meaning. We use
communication to express our inner purpose, attitudes, and feelings and to describe events and
object for the external world. Communication creates shrewdness. When human communicates,
there is sharing of feelings, emotions, knowledge, ideas, thoughts etc. with others Smith
(1994).According to Williams (2007) smart managers understand that the end effective, straight
forward communication between managers and employees is essential for success.According to
Hirschfield (1999)

Communications should be forthright, easily understood, and not patronizing. Every manager
should take extra steps to ensure that every communication piece has a clear purpose and a target
audience.‖ This approach to communication helps set expectations, tells a coherent story, and
fosters behavior and attitude changes. Considering this approach, there is a need for
communication plan. Carefully planning and timing communication helps preventing conflicts
and change resistance. The central purpose of the communication plan is to share the essential
information for the target audience at the correct time.

According to (McKinney, Barker, Smith& Davis, 2004) communication is essential to effective

team performance and communications for any organization is like blood flow in the human
body.

7
2.1.1 Types of Communication

Interpersonal Communication

One of the most important - if not the most important - forms of communication a manager will
engage in on a daily basis is interpersonal communication. Interpersonal communication can be
described in a variety of ways, but when we examine what it means in the context of
management, we can define interpersonal communication as communication between small
groups of individuals, typically in a face-to-face setting, where participants engage in a
minimally restricted dialogue with each other.

The reason I say it is 'minimally restricted' is because individuals who engage in interpersonal
communication share some level of familiarity with each other, making them more likely to self-
disclose information, or provide more intimate details than one would with a stranger, for
example.

Interpersonal communication, essentially, breaks down barriers which people put up to protect
themselves. You allow yourself to become vulnerable by putting yourself out there.

Managers who engage in interpersonal communication with their subordinates demonstrate that
they not only care about the organization, especially one that uses teams, but also care about their
employees. Taking the time to get to know who your employees are will make them feel valued.
This is not to say that every employee will want to get to know you on a more personal level but
it at least tells them that you would like to. The more valued the employee feels, the fewer
barriers they feel they need to build around them and the more easily information flows. As
barriers come down, relationships are formed that create value within the organization, job
satisfaction increases, and the workplace becomes a place where everybody likes to be.

It is equally important for a manager to communicate interpersonally with upper management, as

well. Since managers serve as a gatekeeper of information between upper management and
subordinates, an effective manager understands their role in keeping the lines of communication
open. When organizational information fails to reach its intended recipient, the entire
organization can suffer (Kinicki&Kreitner, 2006).

8
Verbal Communication

Verbal communications in business take place over the phone or in person. The medium of the
Message is oral. Let‘s return to our printer cartridge example. This time, the Message is being
conveyed from the Sender (the Manager) to the Receiver (an employee named Bill) by
telephone. We‘ve already seen how the Manager‘s request to Bill (―We need to buy more printer
toner cartridges‖) can go awry. Now let‘s look at how the same Message can travel successfully
from Sender to Receiver Elashmawi and Harris, (1993).

Nonverbal Communication

Did you know that the majority of what you communicate to people on a daily basis is done
without words at all? This is also true for managers. Put simply, nonverbal communication is
anything besides words, such as gestures, actions, facial expressions, body language and other
aspects of your physical appearance, that, when seen, communicate something. I am sure that
you've heard the saying 'it is not what you say, but how you say it' or perhaps 'actions speak
louder than words.' Managers send, receive and interpret nonverbal messages the same way they
would oral or written communication.

Still, understanding the significance of nonverbal communication can be troublesome for

managers because it is such a normal part of any managerial action. Our nonverbal
communication is as automatic as breathing because we do it without thinking about it most of
the time. Even though nonverbal communication accompanies oral communication as an
extension of a particular message, the two do not always align. Because nonverbal
communication is often used without consideration, inconsistencies between oral communication
and nonverbal communication can occur. Effective managers understand and are aware of their
nonverbal communication, ensuring consistency between their spoken communication and their
nonverbal communication (Bateman 1999).

Written Communication

While managers spend most of their time communicating with their subordinates and upper
managers in a face-to-face setting, they also spend a good deal of time writing memos, letters, e-

9
mails and reports. Written communication refers to messages that are transmitted to receivers in
writing Gerald (1995).

Goals of organizational communication

According to Francis (1989) organizational communication commonly has two goals (De
Ridder, 2003). The first goal of organizational communication should be to inform the
employees about their tasks and about the policy and other issues of the organization. The second
goal is communication with a mean to create a community within the organization. Roughly, a
distinction can be made between organizational communication as a mean to provide information
(―communication‖) and organizational communication as a mean to create a community spirit
(―communicate‖; Francis, 1989; De Ridder, 2003). In line with these goals, within organizational
change we can distinct between the information given about the change, and the sense of a
community within the organization before, during and after the change. The information given
by the organization about the change should address the reasons to change, and the worries
employees initially will have. The information given by the organization usually comes from
management as the sender, and with employees as the receiver of information. In this sense,
common communicational theories of sender, message, channel, receiver and noise could be
applied to this communication. Specific aspects are if the information of the change was in time
that the information was understandable, that it contained no errors and soon.The second goal of
organizational communication is to create a community (Francis, 1989; De Ridder, 2003).

Organizational communication can be considered as an important antecedent of the self-

categorization process, which helps to define the identity of a group and to create a community
spirit, which fits into organizational requirements (De Ridder, 2003; Postmes et al., 2001; Meyer
and Allen, 1997). Creating a community within organizations has theoretical foundations within
social psychological phenomena as social identity theory (Tajfel, 1978) and its sister self-
categorization theory (Turner, 1985), often jointly described as the social identity approach
(Postmes et al., 2001). The social identity is ―that part of an individual‘s self-concept which
derives from his knowledge of his or her membership of a social group (or groups) together with
the value and emotional significance attached to that membership‖ (Tajfel, 1978. Social
categorization can be described as the subjective order of social reality in terms of social
categories, or groups of persons who have a meaning for the observer. These groups could be the

10
social groups the observer has contact with (or is participating in), or social groups in broader
contexts such as men, women, Germans, Italians and so on. Social categorization influences our
observations and judgments of persons. Characteristics, which are stereotypical associated with
the social category, are attributed to the person, and associations who do not fit in the original
social category probably would be ignored (Turner, 1985

Social Network Theory

Network analysis (Social Network Theory) is the study of how the social structure of
relationships around a person, group, or organization affects beliefs or behaviors. Causal
pressures are inherent in social structure. Network analysis is a set of methods for detecting and
measuring the magnitude of the pressures. The axiom of every network approach is that reality
should be primarily conceived and investigated from the view of the properties of relations
between and within units instead of the properties of these units themselves. It is a relational
approach. In social and communication science these units are social units, individuals, groups/
organizations and societies. Rogers (2008) characterizes a communication network as consisting
of interconnected individuals who are linked by patterned communication flows.

A communication network analysis studies the interpersonal linkages created by the sharing of
information in the interpersonal communication structure Rogers (1986) that is, the network. At
there exist relationships in various departments as well as amongst employees in order to
maintain a common focus. You will often find a manager relating with the customer care
department, the sales and marketing team liaising with the transport department. These examples
serve to indicate an existing inevitable relationship patterns. These patterns create a network
where somehow each department relates to another either directly or indirectly. When these
patterns are mentioned, there is likelihood of a positive outcome.

2.2 Organisational change

The organizational change is the set of different actions that results shifting in directions and/or
processes that affect the way in which organizations work before (Hage, 1999).

According to Huber (1991), organizational change means a new position or another position
compared to how the organization functioned and how it members and leaders acted

11
earlier.Change is a type of organizational development while the members of the organization
change by the input of new strategies, which in turn leads to behavioral change. The change will
develop the organization to better fit predicted future environments (Porras and Silvers, 1991).

Organizational changes mean that organizations are undergoing / and or undergone

transformation. It may be define their success story or any type of experience or failure (Hagen,
1999). Gudykunst and Kim (1992; 242-244) refer to culture as a system of knowledge that is
shared by a group of people and provide behavioural guidelines as well as methods to interpret
other people's behaviour.

Drivers of Organizational Change

The forces for change driving organizations of all types and sizes are ever present in and around
today‘s dynamic work settings. Drivers of change are found in the organization–environment
relationship, with mergers, strategic alliances, and divestitures among the examples of
organizational attempts to redefine their relationships with challenging social and political
environments (Chandan, 2007). They are found in the organizational life cycle, with changes in
culture and structure among the examples of how organizations must adapt as they evolve from
birth through growth and toward maturity. They are found in the political nature of
organizations, with changes in internal control structures, including benefits and reward systems
that attempt to deal with shifting political currents.

Planned change based on any of these forces can be internally directed toward a wide variety of
organizational components. These targets include organizational purpose, strategy, structure, and
people, as well as objectives, culture, tasks, and technology. These targets must be recognized
that they are highly intertwined in the workplace. Changes in any one are likely to require or
involve changes in others. For example, a change in the basic tasks—what it is that people do, is
almost inevitably accompanied by a change in technology—the way in which tasks are
accomplished? Changes in tasks and technology usually require alterations in structures,
including changes in the patterns of authority and communication as well as in the roles of
workers. These technological and structural changes can, in turn, necessitate changes in the
knowledge, skills, and behaviors of people—the members of the organization.

According to Goodstein and Burke (1997), factors which influence the organization can be
sorted into four different groups; political, economic, technological and socio-cultural factors.

12
These factors influence the organizations strategies, structures and means of operation. Drivers
for change can come from all these sorts of groups. For example access to the bank via the
Internet is a result of a technical driver, identified as the enormous increase in the ability to
communicate through the Internet (Senior and Fleming, 2006). Other examples of drivers are
when a new competitor appears and takes a big share of the company‘s market, when an old
customer is acquired by a giant conglomerate that changes the sales condition or when a new
invention offers a possibility of changing the existing production technology. These are
examples of external triggers, but there are also internal triggers for change. Examples of internal
triggers are new CEO or other senior managers or a revision of administrative structures. This
means that the organization must handle both external and internal forces for change (Goodstein
`1and Burke, 1991).

Senior and Fleming (2006) assert that small-scale, incremental changes often originate from the
internal environment, while changes with more wide-range impact on an organization normally
arise from the external environment. Change is generally motivated by events in an
organization‘s environment, like a sudden problem or by way of a surprise, like a new customer
demand or shift in technology. An unexpected problem can show that existing routines are
insufficient and this realization in turn can trigger a change. Problems do not always induce
change; neither in organization nor in everyday life and an ignorance of problems can many
times lead to a real disaster for the organization. It can depend on the willingness to ignore
disconfirming or discrepant information by individuals or that the organization adjusts the goal
after the outcome, which makes it harder to identify and react to problems. Some argue that
small failures are likely to be ignored (Staudenmayer et al., 2002).
To perform a change, someone in the organization needs to have the power and influence to
change the behavior of other people in the organization. The meaning of power is that the person,
who has this, can influence someone else‘s behavior. Not everyone in an organization will agree
about which persons have power. Existence of power is to a large extent in the eye of the
beholder. It does not need to be the person with the most resources or knowledge who has the
power, but the belief by others that he or she has that power of control (Senior and Fleming,
2006). There are two different categories of power, formal power and personal power. The
power related to the persons position within the organization and the ability to have the right
information and give rewards is formal power. The personal power derives from the individuals

13
characteristics, such as skill, expertise and personality. (Robbins, 2005 in Senior and Fleming,
2006).

2.2.1 Types of Organizational Change

Planned Change
Planned changes are implemented by actors with knowledge about the change. Planned change
occurs when leaders in the organization recognize the need for a major change and proactively
organize a plan to accomplish the change (Goodstein and Burke, 1997). According to Goodstein
and Burke (1997), planned change also always tries to improve the situation and the desired goal
is often communicated before the change management process starts.

Unplanned Change
Unplanned change usually occurs suddenly (Olson, 2007). Due to its sudden occurrence,
members of the organization respond in a highly reactive and disorganized fashion. Theories of
unplanned change mean that change is a force that cannot be always managed or controlled
(Olson, 2007).

Episodic Change
Changes can be categorized according to which tempo they have (Ohlson, 2007). Episodic
change is infrequent, discontinuous and intentional while continuous change is ongoing,
evolving and cumulative. Episodic change occurs when the organization is moving from its
equilibrium condition. Episodic change uses a distinct period of time to be completed and
normally involves some sort of shift, like technology change or change in key personnel.

Continuous Change
Continuous change is an expression that groups together ongoing, evolving and cumulative
organizational changes (Zeffane, 1996). Normally, the change is described as situated and
grounded in continuing updates of work processes. The idea of continuous change is that small
continuous adjustments, which are implemented simultaneously across departments, can
cumulate and create substantial change (Weick and Quinn, 1999).

14
Remedial Change
Change can be intended to remedy current situations (McNamara, 2013), for example, to
improve the performance of a product or the entire organization, reduce burnout in the
workplace, help the organization to become much more proactive and less reactive, or address
large budget deficits. Remedial projects often seem more focused and urgent because they are
addressing a current, major problem.

Developmental Change
Change can also be developmental. Thus, to make a successful situation even more successful
(McNamara, 2013), for example, expand the amount of customers served, or duplicate successful
products or services. Developmental projects can seem more general and vague depending on
how specific goals are and how important it is for members of the organization to achieve those
goals. However, organizations may recognize current remedial issues and then establish a
developmental vision to address the issues.

Importance of organizational change

In order to improve the internal and external functionality the organizations need changes and it
is the demand of time (Caetano, 1999). An organization that does not adopt changes cannot
survive long in market (Boston.MA, 2000).Organizational changes provide different significant
benefits e.g. it improves competitiveness, improves financial performance, enhances employees
and customer satisfaction and most important is that it leads organization towards continuous
improvement and sustainability. These are organizational benefits and not every individual in
any organization can get benefits personally from these changes but every individual working in
an organization, usually have common goals and objectives and these changes made the
organization as a whole stronger (Boston.MA, 2000).

The change process is very challenging and important for organizations and can lead an
organization towards a path of success. It can also make them capable to meet future demands
and to compete with other market player in effective way. (Robbins, 1999) Ulrich also highlight
that change for organizations is necessary to deal with the diversities and the complex market
situations (Ulrich, 1998). There are different forces that influence organization for change and
these forces may create expectations of improved efficiency and better services, usually external
forces leads towards innovation. When organizational changes are well planned and carried in a

15
structured way it leads to continuous improvement and organizational innovation (Boston.MA,
2000).

The Human Element in Organizational Change

Most projects designed to change the organization are initiated with minimal attention given to
the human aspects of change and to the resistance which generally occurs during the actual
implementation. Administrators display little understanding about the critical role that the human
element plays in influencing the orderly transition phase of a change effort. Typically, they
focused on the operational and technical aspects of accomplishing change within their
institutions (Mecca, 2004). Focusing on fulfilling traditional administrative functions, they use
the common management approach of ―tell and sell‖ to implementing change (Fossum, 1989).
When confronted with the uncertainty caused by change, most people attempt to maintain a
sense of control over their lives. This sense of control is created when people feel they
understand their environment and can adapt to it as changes occur. This understanding derives
from an individual‘s frame of reference (or perceptual schema of reality) that allows one to
interpret and understand what is occurring in the present and what to expect in the future. When
change disturbs an individual‘s pattern of expectations of the future, uncertainty increases and
disrupts the individual‘s sense of control. If the change is minor (one which does not
significantly threaten expectations) the individual makes psychological adjustments to his or her
expectations and adapts to the change. If the change is major (one which causes old expectations
to become invalid) individuals react with feelings of uncertainty, disorientation, confusion, and
loss of equilibrium (Chandan, 2007). These feelings result from inconsistencies between what
was expected and what is perceived. Individuals no longer know what to expect from themselves
or others. Major change in an organization that results in a disruption of expectations of its
members always causes a level of crisis (Fulani, 2001)

Types of resistance to change

In order to understand the logic behind resistance to change performed in organizations, it is

necessary to understand the kind of resistance. According to Hambrick and Cannella (1989),
specifically, resistance may be blind, political or ideological.

16
Blind resistance
According to Yılmaz and Kılıçoğlu (2013) a few people in an organization are afraid and
intolerant of change regardless of what it may be with having knee-jerk reaction to change. In
organizations, blind resistance occurs when members react defensively at first and not get used
to the idea of change due to the fact that unknown is being discomforting.
Political resistance
Political resistance occurs when members of an organization think that they will lose something
of value when the change is implemented (Yılmaz and Kılıçoğlu, 2013). For instance, loss of
one‘s power base, position, and role in the organization, status, size of budget, even personal
compensation (Yılmaz and Kılıçoğlu, 2013).

Ideological resistance
Intellectually honest people can disagree about organizational change (Yılmaz and Kılıçoğlu,
2013). Some may genuinely believe that the proposed change is ill-timed, will simply not work,
and/or will cause more damage than improvement. That is to say resistance to change results
from intellectual differences in genuine beliefs, feelings or philosophies.

Sources of resistance to change

Change, no matter how beneficial, is generally resisted and is always difficult to implement
(Chandan, 2007). The forces against change in work organizations are discussed in this section
of the literature.
Sources of Resistance in the Formulation Stage
Resistance to change at the formulation stage is grouped into three; (i) wrong perception (ii) low
motivation for change and (iii) lack of creative response.

(a)Wrong Perception

Change starts with the perception of its need, so a wrong initial perception is the first barrier to
change. These resistances are known to be ‗distorted perception, interpretation barriers and
vague strategic priorities‘ (Barr et al, 1992). It includes:
(a) Myopia or inability of the organisation to look into the future with clarity (Barr et al., 1992;
Kroger, 1996; Rumley, 1995).
(b) Denial or refusal to accept any information that is not expected or desired (Barr et al., 1992;
Rumley, 1995; Starbuck et al., 1978).

17
(c) Perpetuation of ideas, meaning the tendency to go on with the present thoughts although the
situation has changed (Barr et al., 1992; Kruger, 1996; Rumley, 1995; refine, 1996).

(d) Implicit assumptions, which are not discussed due to its implicit character and therefore
distort reality (Starbuck, Grave and Homberg, 1978).
(e) Communication barriers that lead to information distortion or misinterpretations (Hutt et al.,
1995).

(f) Organizational silence, which limits the information flow with individuals who do not express
their thoughts, meaning that decisions are made without all the necessary information (Morrison
and Milliken, 2000; Nemeth, 1997).

(b)Low motivation for change

The second main group of sources of resistance deals with a low motivation for change. Remit
(1995); Lorenzo (2000); and Waddell and Shoal (1998) identified five fundamental sources: (a)
direct costs of change (Rumley, 1995); (b) cannibalization costs, that is to say, change that brings
success to a product but at the same time brings losses to others, so it requires some sort of
sacrifice (Rumley, 1995); (c) cross subsidy comforts, because the need for a change is
compensated through the high rents obtained without change with another different factor, so
that there is no real motivation for change (Rumley, 1995); (d) past failures, which leave a
pessimistic image for future changes (Lorenzo, 2000); and (e) different interests among
employees and management, or lack of motivation of employees who value change results less
than managers value them (Waddell and Sohal, 1998).

(c) Lack of a creative response

The lack of a creative response is the third set of sources of resistance. There are three main
reasons that diminish the creativeness in the search for appropriate change strategies: (a) fast and
complex environmental changes, which do not allow a proper situation analysis (Handoff, 1990;
Rumley, 1995); (b) reactive mind-set, resignation, or tendency to believe that obstacles are
inevitable (Rumley, 1995); and (c) inadequate strategic vision or lack of clear commitment of top
management to changes (Rumley, 1995; Waddell and Shoal, 1998).

18
2.3 Theoretical Perspective
In his classic model of change, Kurt Lewins (1958) described the change process of an
organizational system as a series of transitions between three different states: unfreezing-
transition-refreezing. Still considered one of the most accurate descriptions of how change
occurs (Kelley and Conner, 1979; Kezar, 2001; Schein, 2002), the model describes change as a
series of transitions between different states. No change will occur unless the system is unfrozen,
and no change will last unless the system is refrozen. Most theories of change tend to focus only
on the middle state and therefore cannot explain the inability of change initiatives to produce
change in the first place, or to maintain the changes that have been achieved.

Unfreezing state
The initial state of the system reflects a condition of relative stability. When a disruptive force
affects the status quo, people are motivated to discontinue some aspect of their behavior. Their
established frames of reference, accepted patterns of behavior and old methods of operation are
invalidated (Mecca, 2004). Unfreezing invalidates established frames of reference and accepted
patterns of behavior. Old methods and behaviors become inoperative. This in turn generates
tension, ambiguity, and confusion as to what is appropriate. People feel a high need for a new
operating framework. The confusion that results from their inability to understand and control
the environment produces stressful situations and a need to reduce the anxiety. People have a
desire to seek out, process and utilize information to create a new state of stability. They are
eager to do whatever is necessary to regain some sense of control. These unpleasant aspects of
the unfreezing state make it possible for new learning to occur. The present state reflects the
current condition of relative stability or the status quo. Unless this state is modified by a
disruptive force, it will continue indefinitely. When the status quo is disrupted, it ―unfreezes‖ the
present state. This unfreezing from the present state to a state of transition occurs when people
are motivated to discontinue some aspects of their behavior.

According to Mecca (2004), unfreezing, the most difficult and important stage in the change
process, creates the motivation to change. This is accomplished by changing the forces acting on
the system such that the present state is somehow disconfirmed, some anxiety or guilt is aroused
because some goals will not be met or standard or ideals will not be maintained and enough
―psychological safety‖ is provided to make it unnecessary for individuals or groups to

19
psychologically defend themselves because the disconfirming information is too threatening or
the anxiety or guilt is too high. How the unfreezing occurs will vary with the circumstances.
Often administrators find change easy to manage because they encounter a system that is already
unfrozen. For example, the new president of an institution that knows it is in great economic
difficulty unless it changes has a much easier time making changes than the visionary president
who tries to initiate change in a successful institution. Systems can exist in a partially unfrozen
state because they received disconfirming information at some earlier time in their history, but
they will not have changed because there was not enough psychological safety to allow the
individual or group to consciously accept the necessity of change at that time. Organizations
described as being ―ready to change‖ often have had strong disconfirmation in the past, but have
not felt secure enough to do something about their situation.

What unfreezing does is to motivate the individuals or groups to look for new solutions that will
bring things back into equilibrium and that will once again produce confirming information that
things are ―okay‖. Because they are uncomfortable, people are more likely to pay attention to
information, ideas, suggestions, or even directives that were previously ignored. Once unfrozen,
people become active problem solvers and motivated to change.

Transition state
The transition state represents a phase of the change process when people are no longer acting as
they used to, but neither are they set in a new behaviour pattern (Mecca, 2004). It is a ―fluid‖
state in that the motivation to change has disrupted the present equilibrium, but the desired state
has not yet been formed. The motivation to change has disrupted the system‘s present
equilibrium, but the desired state has not yet been formed. Confusion results from the inability of
people to understand and control the environment producing stressful situations.

Tension is generated because people have a need for a new operating framework of behavior.
The need to reduce anxiety promotes a powerful desire for seeking out, processing and utilizing
information to create a new state of stability or revert to the old state(Fullan, 2001).. When
people without a sense of equilibrium are uncomfortable, they are eager to do whatever is
necessary to regain it. These unpleasant aspects of the transition state make it possible for new
learning to occur if planned. The transition state embodies danger and opportunity for the person

20
or organization involved. One of the consistent findings about the change process is that there is
initially a decrease in an organization‘s performance during the transition as the change is
implemented into the on-going activities of the organization (Fullan, 2001).

Effective leaders recognize that change is a process, not an event, and show empathy towards
individuals who display anxiety, confusion and uncertainty during the transition portion of the
change process.

Refreezing state
At some point, the uncertainty of the transition state, in conjunction with the need for stability,
begins a process of stabilizing and integrating the change. This process of learning new behavior
patterns is called refreezing. Once the person or group has achieved a new set of cognitions and
attitudes, and has begun to express these in new daily behavior, there remains the state of
refreezing. For the new behaviors to last, they must first fit into the personality of the individual
and the culture of the organization that is being changed. Otherwise, the behavior will be only a
temporary adaptation to the pressure of the change situation and will erode once the change
agent has ceased to disconfirm the old behavior. Refreezing at this level can be thought of as
―personal integration.‖ Even if such personal integration has taken place, new behaviors may not
remain stable unless they also fit into the on-going relationships and the work context of the
person or group that has changed. If the unfreezing and transition states are well planned and
managed, the result of the refreezing process is the desired state (Fullan, 2001). If the first states
are, however, not handled appropriately, the people and the organization will refreeze, but not
necessarily in the desired state.

Social Network Theory

Network analysis (Social Network Theory) is the study of how the social structure of
relationships around a person, group, or organization affects beliefs or behaviors. Causal
pressures are inherent in social structure. Network analysis is a set of methods for detecting and
measuring the magnitude of the pressures. The axiom of every network approach is that reality
should be primarily conceived and investigated from the view of the properties of relations
between and within units instead of the properties of these units themselves. It is a relational
approach. In social and communication science these units are social units, individuals, groups/

21
organizations and societies. Rogers (2008) characterizes a communication network as consisting
of interconnected individuals who are linked by patterned communication flows.

A communication network analysis studies the interpersonal linkages created by the sharing of
information in the interpersonal communication structure Rogers (1986) that is, the network. At
there exist relationships in various departments as well as amongst employees in order to
maintain a common focus. You will often find a manager relating with the customer care
department, the sales and marketing team liaising with the transport department. These examples
serve to indicate an existing inevitable relationship patterns. These patterns create a network
where somehow each department relates to another either directly or indirectly. When these
patterns are mentioned, there is likelihood of a positive outcome.

2.4 Related Studies

Tryggvason Hallgrímsson, 2008 conducted a research on Organizational change and change
readiness at Tomson University in Norway: Employees‘ attitudes during times of proposed
merger. Their findings indicated that managers are increasingly confined to efficiency in running
organizations, the environment in which they operate differs somewhat from those of their
private counterpart. .

The only thing constant within organizations is the continual change of these organizations.‖
This line is widespread and famous within organizational and management literature.
Organizational change has become a topic of many textbooks and other scientific and
management literature. Despite this growing attention and research, still many of the efforts of
organizational change fail. It is computed that at least more than half of all the organizational
change programs fail, reach a deadlock, or do not reach the results, which they intimately were
aiming at (Benbrook Gravenhurst et al., 1999). There are many reasons for the failure of so many
organizational change efforts, such as the organizational culture, the timing of the change effort,
and the role of change-agents (Benbrook Gravenhurst et al., 1999). In this paper I will focus on
the role of communication during organizational change.

Communication is vital to the effective implementation of organizational change (Dacono and

Bordia, 1998; Lewis and Seybold, 1998; Schwinger and Denise, 1991). ―The general importance
of communication during planned change has already been empirically demonstrated and

22
generally agreed among practitioners‖ (Lewis, 1999). Poorly managed change communication
results in rumors and resistance to change.

A similar case of Pakistan Telecommunication Company Limited can be discussed in this

reference. Was privatized in 2006, as Etisalat took over its 24% Shares in management.
Management strived to successfully implement change Through effectively communicating the
desired change to its employees.

Research gap

The gabs that the researcher found during this study that related studies in this study were based
on foreign countries that the most studies mentioned very little had been done in case of this
study continent Africa. There is still need to examine the relationship between the level
communication and organizational change through the country. These studies weren‘t explore
the rate and the level of which effect of communication influenced employee organizational
change in Hargeisa, Somaliland. Therefore there was a gab needed to fill in which the effect of
communication on organizational change.

23
 CHAPTER THREEMETHODOLOGY

3.0 Introduction
This chapter presents the methodologies of this study includes the place where the study was
conducted, the design being used in constructing the research, sampling design will be used in
getting the population size, the tools and treatments was utilized in analyzing and interpreting
the data will be taken and the instrument to be used in data gathering, and finally limitation of
the study.

3.1 Variable Definitions

Communication is the action or process of using words, sounds, signs, or behaviors to express or
exchange information or to express your ideas, thoughts, and feeling to someone else and an act
or instance of transmitting.
Organizational change is the set of different actions that results shifting in directions and/or
processes that affect the way in which organizations work before.

3.2 Research Types

This study was adopted descriptive research design case study because it‘s focused on specific
in investigating Effect of Communication on Organizational Change especially Sagal Jet
Company Descriptive survey design according to Kothari (2003) is a powerful form of
quantitative analysis. This design was preferred because it enables the researcher describe the
area of research and explain the collected data in order to investigate the differences and
similarities with our frame of reference within a given period of time (time of research)
(Mugenda and Mugenda, 2003). Additionally, the method allows the researcher to collect
information from the participants in the environment accustomed to them which results in a
description of the data, whether in words, pictures, charts, or tables. Moreover, much of the data
collected from the respondents was quantitative in nature. This design gave the researcher a
comprehensive picture of the variable relationship since the method is the only means of
accurately measuring.

24
3.3 Research Approach
The researcher of this study was used research approach of quantitative and qualitative because
Quantitative methods provide comparisons and statistical aggregations of data. Typically
quantitative method are characterized by the use of close ended questions for yes or no answers
or set of predefined answers like Liker scale(example strongly agree or strongly is-agree) which
can be quantified, comparable and measurable to provide numeric results. Qualitative research
helps to obtain the insight about the phenomena in question and is flexible in the sense that it
helps in identifying the missing part of what is unknown or particularly known (Ghauri &
Gronhaug 2005, 202-204).In This research was engaged both qualitative and quantitative
research methods

3.4 Research Instruments

The main research instrument that was used in this study was researcher made questionnaire.
This questionnaire was consisted of closed-ended questionnaires. The questionnaire was
comprised of three parts. Part one of the question consisted of face sheet and this was the about
the profile of respondents; in two of the questionnaire strictly was the extent of impact of
communication in sagal jet Hargeisa Somaliland; and the last part determined the extent of
employee communication sagal jet in Hargeisa, Somaliland.

3.5 Validity and Reliability

Testing of Validity and Reliability Data analysis as described by Munged and Mugenda (2003)
as a process which involves examining what has been collected in a survey or experiment and
making deductions and inference uncovering underlying structures; extracting important
variables, detecting anomalies and testing any underlying assumptions. Thus in compliance with
this vital research requirement, the Data analysis plan involved the scrutiny of the information
acquired and making conclusions on what the data seemed to be indicating/pointing to. The
researcher after all the questionnaires was returned, assemble all responses, compile, organizing
and did the data analysis date,

3.6 Sample Design

3..6.1 Population
The target population of this study was 50 of the staff working Sagal Jet Company because the
researcher design is cases study.

25
Table: 3.1Sample Frame
No category Target population Sample size

1 Management team 12 11
2 Human resource department employees 10 8
3 Marketing department employees 6 6

4 Sales department employees 12 10

5 Finance department employees 10 9
Total 50 44

3.6.2 Sample Unit

Sagal Jet Company have Five Departments the sample unit of the study five Department,
Management Team, Human Resource Dept., Marketing Dept., Sales Dept., Finance Dept.

3.6.3Sample Size
Since the nature of the target populations are different and include both managers and
employees, the total a sample size are 44, to determine the ideal sample size for a population,
Slovene‘s formula used in this study, which is:
Slovene‘s formula:
N
n=
1 + N(α)2
Where n = sample size; N = target population; and α = 0.05 level of significance

50
n=
1 + 50(0.05)2

50
n=
1 + 50 (0.0025)

50
n=
1.25
n = 44

26
3.6.4 Sampling Techniques
The Sample Techniques in this study is Probability sampling by using multistage sampling:
Stratified, simple random and purposive samplings were used in this study since the population
consists of managers and employees.
According to Sarandakos, (1998) simple random sampling employed to ensure that all
employees stand equal chance of being selected to avoid sample bias and ensure that the results
are reliable enough to be generalized. The study is limited to the only selecting Sagal Jet
Company Hargeisa. Somaliland Simple random sampling was then applied when selecting
respondents from Ministry and this will be done to eliminate bias.

3.7 Source of Data

According to Neches (2005).To achieve the objectives of this study, combination of both
primary and secondary source was used in the study; the primary data was collected using
questionnaires, interviews which were consisted of closed and open ended questions. Whereas,
the secondary data will be collected from different written documents such as reports, files,
memos, annual and quarterly reports other published.
3.7.1 Primary Data Source
Primary data is the data collected directly from first- hand experience, therefore during this
study this data was collected from the selected one private sector institutions (Sagal Jet
Company) .The only primary source o9f data employed in this study will be questionnaire.
3.7.2.Secondary data
Secondary Data is a data that already done by others, therefore the secondary data was collected
from different written documents such as reports, files, memos, annual and quarterly reports
other published.

3.8 Data Presentation Tools

This study data was presented by using Scatter diagram in SPSS statistical software and
advanced excels.

3.9 Data Analysis and interpretation

Data Analysis and Interpretation In this study the data collect was analysis using a statistical
package, the Statistical Package for Social Sciences (SPSS) the first, frequency and percentage
distribution were used to determine the demographic characteristics of the respondents. Second

27
the mean and standard deviations were applied for the levels of Effect of a Communication on
Organizational Change,. Pearson‘s correlation was used to determine the relationship between
Communications on Organizational Change.

3.10 Limitations of the study

Any research or study could not be free from problems or limitation as everyone knows,
problems/ challenges / limitations could be controllable or in controllable in other words internal
and external limitations were faced the researcher external problems and external ones also exist.
include time span the duration or very fasting moments cannot be stopped by the researcher all
what he could do was to adopt and work with it ,although he had tried to minimize, limitations
are inevitable .
To summarize the limitations in very short way it is as following;
1. Financial limitations were there during the study because every paper you try to print was
money and that was challenging to the researcher.
3. Shortage of time was very challenging factor also because only four months were allowed to
take the study and needed to conclude it.
4. Finding the correct data was also very challenging and difficult because all the respondents
were not academically professional who could understood everything as it was intended
And so on.

28
 CHAPTER FOUR

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

4.0 Introduction
This chapter presents the analysis of the data gathered and interpretation. Therefore, It gives the
demographic characteristics of respondents and variables used.

4.1 Demographic Characteristics of Respondents

Objective one was to know the demographic characteristics of the respondents. To achieve it,
questions were asked to capture these responses. Frequencies and percentage distribution table
were employed to summarize the demographic characteristics of the respondents.

Table 4.1 Demographic Characteristics of the Respondents

Figure 4.1.1
120

100
100%

80 88.6%
Frequency/Percent

60
Count

40 Percent
44
39

20

5 11.4%
0
male female Total
Gender

Gender of the respondents

29
Figure 4.1.1 shows the distribution of respondents by gender. This figure indicate that 88.6% of
respondents were male and rest of them (11.4%) were Female. This shows that gender of
respondents were not existed domination of one gender.
Figure 4.1.2
120

100
100%

80
Frequency/Percent

60
59.1% Count
Percent
40 44

31.8%
20 26

14 4 9.1%
0
20-25 25-30 30-35 Total
Age

This Figure 4.1.2 revealed that majority, 59.1% of the respondents were within the age group of
25-30years, followed by those who were within the age group of 20-25 years represented by
31.8% and lastly respondents were age30-35 represented by 9.1%. This implies that respondents
within the age group of 25-30 years were dominant in the study.

30
Figure 4.1.3

120

100
100%
Frequency/Percent

80

60 68.2%
Count
40 Percent

20
13.6%
2.3% 15.9%
0
certficate diploma bechelors masters Total
Educational Level

The results from Figure 4.1.3 above showed that the majority of the respondents had attained
Bachelor degree level of education with 68.2% whereas, 15.9 % attained Master and 13.6%
Diploma 2.3% attained Certificate This implies that the majority of the respondent of Sagal jet
were Bachelor degree level.

Figure 4.1.4

120

100
100%
Frequency/Percent

80 79.5%

60
Count
40
44 Percent
35
20 20.5%
9
0
managment employee Total
Job Category

According to job category, 20.5% were management 79.5% were as employee.

31
Figure 4.1.5

120

100
Frequency/Percent

100%
80

60
Count
40 36.4%
Percent
22.7% 27.3%
20
6.8% 6.8%
0
1year 2-3year 3-4year 4-5year above Total
Experiences

Figure 4.1.5 uncovered that 36.4% of the respondents had 2 years of working experience,
followed by 27.3 % 4 years of experience 22.7% of respondent had 3 years 6.8% 1 year and the
above of 5 years of 10.7 % The dominance of respondents who had two to Three years of
working experience was the majority

Figure 4.1.6

120
100
Frequency/Percent

100
80
60
40 25%
18.2% 22.7% 20.5% 44 Series1
20 13.6%
8 6 10 9 11 Series2
0
human marketing sales finance management Total
resource department department department team
department
Work Department

20.5% worked in Admin and finance department, 18.2 % were in Human resource Department,
22.7% worked in Sales Department were in Marketing department, 13.6% were in Management
Team department and 25%.

32
The level of Communication in Sagal jet Hargeisa, Somaliland

Objective two was assess the level of Communication in Sagal jet Company Hargeisa,
Somaliland. Table 4.2 gives the summary of the findings. Mean and standard deviation were
employed to summarize the level of Communication, in sagal jet Company Hargeisa, Somaliland

Communication
The independent variable in this case is Communication, while employee Organizational
Change is a dependent variable. Respondents‘ opinions on Communication were gathered using
four-point Likert scales ranging between 1 strongly disagree, 2 disagree, 3 agree, 4 strongly
agree. The first objective in this study was to determine the level of communication for which
respondents were asked to indicate the point that best describes their perception. The descriptive
analysis results were interpreted based on the numerical guide presented in the following table:

4.2 Level of Communication

N = 44
IV Mean Std. Interpretation
Deviation
Sagal jet prepared adequate communication 3.25 High
forms to its staffs like emails telephone and .892
other forms of communication
employees have extremely motivated method 2.91 .936 High
of communication in sagal jet
employees highly preference written 2.80 .954 High
communication then the verbal
sagal jet gives enough information to enable 2.68 1.177 High
employee to understand why organizational
change needs to happen
orgazation often formally communicate then 2.98 .849 High
change in writer
Grand Mean 2.92 High

33
Shows respondents strong agree that subordinates feel responsible for initiating accurate upward
communication and the communication channels in the organization is the agree (Mean 3.25-
Std=.892), Also the respondent strong agree that employees have extremely motivated (Mean
2.91- 936). In addition also respondents agree employees highly preference written
communication is then the verbal( Mean 2.80, Std =954). And also agree the information to
enable employee to understand why organizational change needs to happen is (Mean 2.68 Std
=1.177). And also strong agree the origination often formally communicate then change in writer
is ( Mean 2.98 Std .849).generally then level of communication in sagal jet is hgh ( generally
average mean =2.92)

N Mean Range Response Mode Interpretation

4 3.26 – 4.00 Strongly Agree Very high

3 2.51 – 3.25 Agree High

2 1.76 – 2.50 Disagree Low
1 1.00 – 1.75 Strongly Disagree Very low

34
4.3 Level of Organizational Change

N = 44

DV Mean Std. Interpretation

Deviation
the organization change are influenced by 3.23 .743 High
communication of employee
the poor employee communication is mainly 3.18 .815 High
causes by lack of organzation change
the sagal jet offers its employees participate 2.82 1.105 High
deciseion to satisfy their work and increase
to make change
employees concentrate on changing and 3.05 .861 High
improving then method of communication

participation in decision making increases 3.23 .642 High

employee job communication and reduces
wastage
Grand Mean 3.10 High

Discovered that the level of organizational change was found to be very high (average
mean=3.10).This was due to the reality that majority of the respondents agreed that the
organization change are influenced by communication of employee(Mean 3.23_std =.743)

The respondents agreethe poor employee communication is mainly causes by lack of

organization change(Mean 3.18-std .815) majority of the respondents the agree sagal jet
offers its employees participate decision to satisfy their work and increase to make change
(Mean 2.82- std= 1.105)majority of the respondents agree employees concentrate on changing
and improving then method of communication(Mean 3.05- std =.861))majority of the
respondents agree participation in decision making increases employee job communication and
reduces wastage ( Mean 3.23-std=.642)

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4.4 The Relationship between Compensation and Employee Productivity
Variables Pearson (r) Level of
Interpretation Decision on H0
Correlated Value Significance
Communication
and *
Significant
.562 .000 Rejected
Organizational Correlation
Change

The relationship between two variable is strong or positive relionship , the effect of
communication on organizational change is .562 so there is significance.

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 CHAPTER FIVE

FINDINGS, CONCLUSIONS, RECOMMENDATIONS

1.0 Introduction
This chapter presents the findings of the study guided by the study objectives. The study was
later concluded and appropriate recommendations accruing from the findings were made.

5.1 Findings
5.1.1 The Demographic Characteristic of the Respondents

This study was entitled Leadership and organizational change in sagal jet company, partial
requirements of completion bachelor degree of Human Resource Management and Leadership
New Generation University Hargeisa Somaliland. As the results showed in the analyzing section
this study identified that the majority of respondents of sagal jet company were male with the
percentage of 88.6% whereas the male were(11.4%) . majority, 59.1% of the respondents were
within the age group of
25-30years, followed by those who were within the age group of 20-25 years represented by
31.8% and lastly respondents were age30-35 represented by 9.1%. This implies that respondents
within the age group of 25-30 years were dominant in the study. showed that the majority of the

respondents had attained Bachelor degree level of education with 68.2% whereas, 15.9 %
attained Master and 13.6% Diploma 2.3% attained Certificate This implies that the majority of

the respondent of Sagal jet were Bachelor degree level.

According to job category, 20.5% were management 79.5% were as employee.

uncovered that 36.4% of the respondents had 2 years of working experience, followed by 27.3
% 4 years of experience 22.7% of respondent had 3 years 6.8% 1 year and the above of 5 years
of 10.7 % The dominance of respondents who had two to Three years of working experience
was the majority.

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5.1.2 The Level of communication

The study was applied mean and standard deviation identified that the level of communication it
was found to be very high with mean of ( average mean=2.92) . Shows respondents strong agree
that subordinates feel responsible for initiating accurate upward communication and the
communication channels in the organization is the agree ( Mean 3.25- Std=.892), Also the
respondent strong agree that employees have extremely motivated (Mean 2.91- 936). In addition
also respondents agree employees highly preference written communication is then the
verbal(Mean 2.80, Std =954). And also agree the information to enable employee to understand
why organizational change needs to happen is ( Mean 2.68 Std =1.177). And also strong agree
the origination often formally communicate then change in writer is ( Mean 2.98 Std
.849).generally then level of communication in sagal jet is high ( generally average mean =2.92)

5.1.3 The Level of Organizational Change

The second objective was also analyzed and applied with the mean and standard deviation and
discovered that the level of organizational change was found to be very high (average
mean=3.10). This was due to the reality that majority of the respondents agreed that the
organization change are influenced by communication of employee (Mean 3.23_std =.743)The
respondents agree the poor employee communication is mainly causes by lack of organization
change(Mean 3.18-std .815) majority of the respondents the agree sagal jet offers its
employees participate decision to satisfy their work and increase to make change ( Mean 2.82-
std= 1.105) majority of the respondents the agree employees concentrate on changing and
improving then method of communication(Mean 3.05- std =.861) ) majority of the respondents
the agree participation in decision making increases employee job communication and reduces
wastage ( Mean 3.23-std=.642)

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5.2 Conclusion
The Purpose of this Paper was Examined the Effect of Communication on Organizational
Change our First Variable Was Compensation Second is Organizational Change It is proved
from correlation analysis that the independent Variable have Strong and Moderate Positive
Relationship and Uncovered that the level of Communication in Sagal Jet Company Hargeisa,
Main Center was to very high because the average mean of the Respondent showed (Average
Mean (2.92) the study also identified that Sagal jet Company Communication plays
important role in organizational change in addition to that hypothesis of the Research was
Rejected and that Communication and Organizational change have Positive Strong Relationship
in Sagal Jet Company .

At last but not the least the study found that there was a significant Positive Relationship
between Communication and Organizational Change.

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5.3 Recommendations
After the researcher identified the level of communication on organizational change in sagal jet
Company and also the correlation between the two variables, he recommended the following
points:

 The organization should try to emphasize the communication investigations and updates
to get and apply the most appropriate styles and forms of present times.
 The Organization should try to allow the employees to participate in the system in order
to make them feel ownership.
 The organization should make the employees capacity building programs to enhance their
skills and experience.
 The organization must have to motivate employees to cooperate with their work but not
to compete with each other for rewards, in order to attain organizational goals.
 The organization must have a clear plan and policy to respond the reaction and response
of the employees when change is occurring.
 The organization must take into account and consider the barriers of the change such as,
intellectual people which sometimes can be a barrier to change and also lack of creativity.
 The organization must always have to make sure that changes occurring in the institution
are developmental changes, in order changes to be successful.
 The organization should forecast the changing environment such as the economics and
technology
 The Organization should try to use service diversification in order to compete effective
and smoothly.

40
REFERENCE
Bateman (1999) defines communication as the transmission of information and meanings from
one party to another through the use of shared symbols.

Kaizan approach for continuous improvement. Using this approach changes arise organizational
culture that encourages the communication of their thoughts and ideas (Cummings, 2002).
Banihashemi (2011), communication as a medium, a means to performance ends, or as
constitutive, as the end in itself.

Stephen (2011), Communication is a process of transmitting information from one person to

another.

Suavely (2001) as cited by Robins (2006), communication process is initialed through the
following means the sender-encoding-the message-the channel- decoding-the receiver- noise and
feedback. It is estimated that managers spend over 80% of their day communicating with others.
Since most of the basic management process- planning, organizing, leading and controlling –
cannot be performed without effective communication.

Then in 1840 Rowland Hill invented the Penny Post From then on the sender of a letter paid.
Cheap mail made it much easier for people to keep in touch with loved ones who lived a long
way off. Meanwhile Ralph Wedgwood invented carbon paper in 1806.

The telegraph was invented in 1837. A cable was laid across the Channel in 1850 and after 1866
it was possible to send messages across the Atlantic.

The center of commerce of Somaliland (2011) ―there is poor organizational change in companies
in Hargeisa Somaliland‖ (Salaam. A, 2016).

Communication is a kind of discipline of knowledge too Cummings, (2002).

DiFonzo and Bordia, 1998; Lewis and Seibold, 1998; Schweiger and Denisi, 1991)

―The general importance of communication during planned change has already been empirically
demonstrated and generally agreed among practitioners‖ (Lewis, 1999).

Poorly managed change communication results in rumors and resistance to change, exaggerating
the negative aspects of the change (DiFonzo et al., 1994; Smelzer and Zener, 1992).

41
The empirical picture that is slowly emerging indicates that communication process and
organizational change implementation are inextricably linked processes‖ (Lewis, 1999, p. 44).

(Robertson et al., 1993). Robertson et al. state that the change effort is dependent of the ability of
the organization to change the individual behavior of individual employees.

When human communicates, there is sharing of feelings, emotions, knowledge, ideas, thoughts
etc. with others Smith (1994).

to Williams (2007) smart managers understand that the end effective, straight forward
communication between managers and employees is essential for success. According to
Hirschfield (1999) Communications should be forthright, easily understood, and not patronizing.
Every manager should take extra steps to ensure that every communication piece has a clear
purpose and a target audience.

(McKinney, Barker, Smith& Davis, 2004) communication is essential to effective team

performance and communications for any organization is like blood flow in the human body

Francis (1989) organizational communication commonly has two goals (De Ridder, 2003).

Francis, 1989; De Ridder, 2003 communication and organizational communication as a mean to

create a community spirit (communicate‖;).

(De Ridder, 2003; Postmes et al., 2001; Meyer and Allen, 1997). Creating a community within
organizations has theoretical foundations within social psychological phenomena as social
identity theory.

(1992; 242-244) refer to culture as a system of knowledge that is shared by a group of people and
provide behavioural guidelines as well as methods to interpret other people's behaviour.

Redefine their relationships with challenging social and political environments (Chandan, 2007).

Goodstein and Burke (1997), factors which influence the organization can be sorted into four
different groups; political, economic, technological and socio-cultural factors

Fleming, 2006identified as the enormous increase in the ability to communicate through the
Internet (Senior and).

42
(Senior and Fleming, 2006).Existence of power is to a large extent in the eye of the beholder. It
does not need to be the person with the most resources or knowledge who has the power, but the
belief by others that he or she has that power of control.

(Robbins, 2005 in Senior and Fleming, 2006).The personal power derives from the individuals
characteristics, such as skill, expertise and personality.

(Goodstein and Burke, 1997) Planned change occurs when leaders in the organization recognize
the need for a major change and proactively organize a plan to accomplish the change.

43