Thensis One

THE EFFECT OF COMMUNICATION ON ORGANIZATIONAL CHANGE
BY
AYUUB ALI FARAH
REG.NO.BHR/06300\2018
THIS RESEARCH THESIS SUBMITTED TO THE FUCULTY OF COMMERCE AND MODERN

MANAGEMENT OF DEPERTMENT OF HUMAN RESOURCE
MANAGEMENT TOWARDS FOR THE FULLFILLMENT OF
THE REQUIREMENT FOR THE AWARD OF THE
DEGREE OF UNIVERSITY OF BOSASO,
PUNTLAND, SOMALIA
SEPTEMBER,2021
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DECLARATION
I declare that all the work presented in this Thesis research is my original work unless otherwise
acknowledged. This work has never been submitted either in part or in full for Publication or
award of a degree in any other University.
NAME........................................................................
SIGNATURE..............................................................
DATE.................../................./..................................
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APPROVAL LETTER
This research Thesis was submitted in fulfillment of the requirement for the award for Bachelor
degree of Commerce and modern management in faculty of Human resources management
University Of Bosaso
Academic Year
2020-2021
Supervisor :Mr.Hassan Ali Mohamed
NAME.......................................................
SIGNATURE.........................................../
DATE.............../...................../....................
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DEDICATION
This research Thesis work is dedicated to My farther Ali Farah Ismail and My
Brother Mohamed jama Ahmed , Those have been a constant source of support
economically and morally and encouragement during the challenges of studying graduation
university and my Life. This work is also dedicate to all my brothers and sisters and also my
beloved classmate and friends with respect and thanks.
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ACKNOLEGEMENT
Writing this thesis has been one of the most challenging moments in my live. Without the
guidance of my supervisor, the understanding and support of my, family and friends, I would not
have been able to finish this study successfully.
Frist and for most I could like to thank Allah, because his blessings and glance markers all
possible special thanks to the team of the new generation university college for giving me the
opportunity to develops my knowledge further grateful to my supervisor Mr.Hassan Ali
MohamedWho inspired to perform well with his critical comments, suggestions insight and
motivational works.
I would like to thanks my colleagues for giving me the opportunity and support to attend this
behavior degree program. Specially thanks to my dear friends Mr.jibril Abdullahi
Who financially and motivationally made to complete university Degree program without him I
would not have started this journey and also my dear parents who brought me in this not have
stated this and farther Ali Farah ismail and my cousins Hawa Mohamed and Saynab
Mohamed and Ali Abdirahman
The finally thanks and gratitude goes to my very dear brother Mr. Mohamed jama Owner and
manager (ileys fuel station company)
The useful technical the help for advisor All thanks possible thanks
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DECLARATION ........................................................................................................................ 2
APPROVAL LETTER ................................................................................................................ 3
DEDICATION ............................................................................................................................ 4
ACKNOLEGEMENT ................................................................................................................. 5
ABSTRACT .............................................................................................................................. 10
CHAPTER ONE ......................................................................................................................... 11
INTRODUCTION ...................................................................................................................... 11
1.0 Introduction ......................................................................................................................... 11
1.1 Background ......................................................................................................................... 11
1.2 The problem statement ........................................................................................................ 13
1.3. PURPOSE OF THE STUDY ............................................................................................. 13
1.4. OBJECTIVES OF STUDY ................................................................................................ 13
1.5 Research Questions ............................................................................................................. 13
1.6 RESEARCH HYPOTHESIS .............................................................................................. 14
1.7 Scope of the research .......................................................................................................... 14
1.7.1 Geographical scope .................................................................................................................... 14

1.7.2 Content scope ............................................................................................................................ 14
1.7.3 Theoretical scope ....................................................................................................................... 14
1.7.4 Time Scope ................................................................................................................................. 14
1.8 Significant of the study ...................................................................................................... 14
1.9 Definations of Key terms .................................................................................................... 15
CHAPTER TWO ........................................................................................................................ 16
LITERATURE REVIEW .......................................................................................................... 16
2.0 INTRODUCTION .............................................................................................................. 16
2.2 CONCEPTUAL FRAME-WORK ...................................................................................... 20
2.2.1 Interpersonal Communication .................................................................................................... 21

2.2.2 Verbal Communication .............................................................................................................. 22
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2.2.3 Nonverbal Communication ........................................................................................................ 22
2.2.4 Written Communication ............................................................................................................. 23
2.2.6 Developmental Change .............................................................................................................. 23
2.2.7 Episodic Change ........................................................................................................................ 24
2.2.8 Continuous Change .................................................................................................................... 24
2.3 EMPIRICAL REVIEWS .................................................................................................... 25
2.3.1 Organisational change ............................................................................................................... 26

2.3.1.1 Drivers of Organizational Change ........................................................................................... 27
2.3.1.2 Goals of organizational ........................................................................................................... 28
2.4 Research gap ....................................................................................................................... 29
CHAPTER THREE .................................................................................................................... 30
RESEARCH METHODOLOGY .............................................................................................. 30
3.0 Introduction ......................................................................................................................... 30
3.1 RESEARCH DESIGN ........................................................................................................ 30
3.2 TARGET POPULATION ................................................................................................... 30
TABEL 1 RESPONDENTS OF THE STUDY ........................................................................ 31
3.4 SAMPLE TECHNIQUES ................................................................................................... 31
3.5 RESEARCH INSTRUMENT ............................................................................................. 31
Questionnaire ............................................................................................................................ 32
3.6 Validity and reliability ....................................................................................................... 32
3.7 Data collection procedures ..................................................................................................... 32
3.8 Data Analysis ..................................................................................................................... 32
3.9 Ethical cosideration ............................................................................................................. 33
3.10 RESEARCH LIMITATION ............................................................................................. 34
CHAPTER FOUR ...................................................................................................................... 35
DATA PRESENTATION, ANALYSIS AND INTERPRETATION ..................................... 35
4.0 introduction ......................................................................................................................... 35
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4.1 the profile ofn the gender .................................................................................................... 35
level of education ...................................................................................................................... 38
working experience of the respondent ...................................................................................... 39
Somtel prepared adequate communication forms to it’s staff like emails,telephone and other
forms of communication ........................................................................................................... 40
employees have extremely motivated method of communication in Somtel ........................... 41
employees highly preference written communication then the verbal ..................................... 42
The communication imporoved / increased the organization’s market share.......................... 43
Communication helps departments the solve problems tomotivate employee ......................... 44
the Somtel offers its employees participate decision to satisfy and increase to make change 45
employees concentrate on changing and improving then method of communiation................ 46
Somtel engage or face organizational change in last years ...................................................... 47
The somtel chages with their 3G and 4G had power organizational change ............................ 48
The organizational change of the employee increase the efficiency of the employees ............ 49
the organization change are influenced by communication of employee ................................. 50
Somtel gives enough information to enable employee to understand why organisational

change needs to happen ............................................................................................................ 51
the poor employee communication is mainly causes by lack of organisation change .............. 52
orgazation often formally communicate then change in writer ................................................ 53
participation in decision making will increases communication and reduces turn over ......... 54
CHAPTER FIVE ........................................................................................................................ 55
FINDINGS, CONCLUSIONS, RECOMMENDATIONS ...................................................... 55
5.0 Introduction ......................................................................................................................... 55
5.1 Summary of Findings ......................................................................................................... 55
5.2 Conclusion ......................................................................................................................... 56
5.3 Recommendations ............................................................................................................... 56
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5.4 REFERENCE ..................................................................................................................... 57
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ABSTRACT
This study was investigated the effect of communication on organizational change at somtel,
puntland, somalia. 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 somtel company, to measure the level of organizational
change and correlation between the two variable.
The target population consisted of all small and medium enterprises in Bosaso county which was
approximately in excess 50 respondents , the sample size of this study will be 44 respondents of
level of communication on organisational change, sampling procedures in this study the research
were selects respondents purposive sampling techniques. Research instrrment these were the fact
finding strategies. They were the tools for data collection , they include Questionnaire, interview,
observation and reading , The research found the have a high level of employee communication
is to sharing of information,ideas and feeling between employees and managers of a company. It
can happen verbally,or electronically on various medium such as emails, mobile applications and
collaboration tools and the organization should forecast the changing environment such as the
economics and technology
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CHAPTER ONE
INTRODUCTION
1.0 Introduction
This chapter presents the background of the study, problem of the statement; research
objectives research questions, scope of the study, significance, and operational key terms of
definition
1.1 Background
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 expressor
exchange information or to express your ideas, thoughts, and feeling to someone else and anact
or instance of transmitting. Communication can make employees feel that they arevalued 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 S 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
employeeAccording 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
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in their organizational environment. Since, it ensures coordination of factors of production and
motimportantly 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 puntland 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.
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1.2 The problem statement
According to the center of commerce of puntland, somalia(2011) ―there is poor organiza onal
change in companies in Bosaso, puntland ‖ (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. PURPOSE OF THE STUDY
The purpose of this study was to determine and describe the effect of communication on
organisational change Bosaso district Puntland Somalia.
1.4. OBJECTIVES OF STUDY
1) To establish the relationship between communication and organisational change .
2) To determine the level of employee communication in Bosaso puntland .
3) To analyse the level of organisational change in Bosaso puntland. .
1.5 Research Questions
1 . what is the level of employee communications?
2. what is the level of organisational change?
3. is there significant relationship between communication and organisational change?
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1.6 RESEARCH HYPOTHESIS
There is significant relationship between communication and organisational change in Horyaal

jet of Bosaso Puntland Somalia.
1.7 Scope of the research
1.7.1 Geographical scope
The geographical Scope of the research was in Bosaso ,puntland ,somalia.
1.7.2 Content scope
This study was examining effect of communication and organisational change in

Bosaso,puntland, Somalia.
1.7.3 Theoretical scope
This is study was be guided kurt Lewins theory proposed by 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
ococcurs.
1.7.4 Time Scope

This study was be conduct in 2020-2021.
1.8 Significant of the study
Communication is an important element of an organisational change management strategy and it

should outline ways an organization will listen and engage with their employees through out the
journey.
To government; to use the outcome of the study comparing their policy with those identifying
in the fading and then was organizational change.
To Researcher; the study was important because it was contributed to the researcher
fulfillment of requirement for the award of behavior degree in human resource management.
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1.9 Definations of Key terms
 communication is the process of passing information and understanding from one person
to another.” In simple words it is a process of transmitting and sharing ideas, opinions,
facts, values etc.
 An organization is a group of people who work together, like a neighborhood
association, a charity, a union, or a corporation.
 Organizational chang about the process of changing an organization's strategies,

processes, procedures, technologies, and culture, as well as the effect of such changes on
the organization.
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CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter presents the conceptual review the theoretical review and empirical review or
related studies and research gaps.
2.1 THEORETICAL REVIEWS
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.
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),
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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 topsychologically 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.
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 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
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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.
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
behaviourpatterns 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.
The seminal work by Kurt Lewin (1951) on 'Force-Field Analysis' is probably the biggest single
influence on the theories of managing change (Bonvilhan, 1997, French et al, 1985, Goodstem
and Burke, 1991) Lewin (1951) talks of two types of forces driving forces and restraining forces
Driving forces of change could be increased competition or cost structures that are too high, for
example, while examples of restraining forces include staff complacency, lack of money, or lack
of understanding of why change might be needed Lewin's model takes mto account both the
environmental and organisational factors as well as factors relevant to the individual person
Under Lewin's model, managers evaluate the strength or priority of each of the dnvmg and
restraining forces They have to 'unfreeze' the present status quo by addressing existing
perceptions or problems, 'move' the organisation by implementing changes and 'refreeze' the new
state of the organisation by institutionalising and
reinforcing the changesLewin's concept of restraining and dnvmg forces has influenced many
models for organisational change Many wnters, for example, endorse the notion of assessing the
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organisation's 'readiness for change', by examining negative and positive vanables across the
organisation (Bumes, 1992, Elliot, 1990, Greenwood andHinmgs, 1996, Klein and Spear, 1996,
Newton, 1993) These vanables can be within the individual, within the organisation, or can be
influenced by the external environment Newton (1993), for example, lists individual dnvmg and
restraining forces such as aspirations or existing beliefs, organisational dnvmg and restraining
forces such as the life-cycle
of the organisation or political interests in the organisation, and environmental dnvmgand

restraining forces such as changing customer needs and legal constramts Greenwood and Hmings
(1996) have also developed a model to attempt to explam the relationship between external and
internal forces which can enable or prevent change
They distinguish between 'enabling dynamics' - factors, which if absent, would prevent change
from happening such as capacity or lack of capacity for action and 'precipitating dynamics' -
actual dnvers of change such as aligned values or dissatisfaction with the status quo by those in
key positions While their model is more complex than that proposed by Lewin, it is clearly
firmly rooted in his original concept of driving and restraining forces However, Greenwood and
Hirnngs did not test their model, so while it looks persuasive, its validity has not yet been
supported by evidence
A similar group of driving and restraining forces have also been identified by Klem and Speer
(1996), although this time they call them 'determinants' of implementation effectiveness for
innovation There is a remarkable similarity between their model and that of Greenwood and
Hmings Like Greenwood and Hirnngs, they identify values fit, commitment, the organisational
climate and capacity for action (they call those skills and absence of obstacles), as the key forces
While structured differently, there are clear similarities between the two and, like Greenwood
and Hirnngs, they have not tested their own model for validity
A second major influence from Lewm's model of change, is the view which contmues to be
prevalent across many theories of change that change is a linear, staged process Lewin saw
change as bemg a three staged process of pre-change, a transitional phase and a future state, and
many of the theories described m the management literature borrow from Lewm's model For
example, Beckhard and H am s (1987) look at the present and desired future as two ends of the
transitional phase, while Jackson (1991) identifies four stages of change including a pre-
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transitional phase of apathy, awareness of the need for change, the transition itself and a future
state of mtegrated change
2.2 CONCEPTUAL FRAME-WORK
Independent variables Dependent variables

Uu
Organisational change
Communication
 Planned change
 Verbal communication  Development change
 Non verbal communication  Episodic change
 Writen communication  Continues change
 Interpersonal communication
The effect Organizational change over secondary dataThe nature of the organization will affect
the concep on of organiza onal Change. Change means ―narra ve describing a sequence of
events of how Development and change unfold‖ (Ven and Poole, 2005) as cited in (Passim et
At the 2010). According to McNamara. Organizational change refers to Wide changes such as
restructuring operation as in layoff, self-managed team, And change in technologies, major
collaborations, and rightsizing. Laura (2007) says that the change is for products and services
that they Provide, it also includes making changes at the organizational level such as Continual
equipment update, retraining employees, mergers and acquisition Moreover, Tichy (1983)
defined organizational change as the introduction of New patterns of actions, beliefs and
attitudes among substantial segments of a Population because of problems and opportunities
that emerge from the Internal and the external environment as cited in (Nicolai is, 2007).
Change is important to modern business organization because it helps to Sustain with evolving
market demands and to stay competitive (Day, 1994) as Cited in (Ye, Marinova, & Singh, 2007).
Implementing strategic change is a Double-edged sword as it concurrently generates expected
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performance gain And unexpected performance loss (Brown 2005; Kennedy, Goosy, and Arnold
2003; Semester al.2000) as cited in (Ye et al., 2007).
Organizational change is often viewed as a necessary means to ensure that Organizational

strategies continue to be viable (Maya, 2009). On-going Organizational changes are increasingly
common in the workplace and Embrace opportunities for growth and development as well as
the potential for Substantial costs and losses (Kiefer, 2005) as cited in (Ye et al., 2007).
According to Isabella (1992) as cited in (Ye et al., 2207) change can be Deﬁned as ―trigger
event‖ which will stimulates an evaluation process of Perceptions, opinions, emotions and
attitudes. Organization has to always change the way in doing business in order to Sustain
growth, competitive and survive from the pressure by external and Internal environments
(Herold & Fedor, 2008; Martins, 2008) as cited in (Liu, 2010). Implementing change in an
organization forces to people alter how They relate to one another (Mowat, 2002). Nelissen
and SelmM (2008), says that the main objectives of having the Organizational change were to
make sure there are improvement of Customer-friendly services and to gain better cooperation
between the Departments. The objectives of the changes and the consequences that will be
Happen normally can be informed through newsletter, intranets and also team meetings.
2.2.1 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
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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).
2.2.2 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).
2.2.3 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
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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).
2.2.4 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-mails and reports. Written communication refers to messages that are transmitted to
receivers in writing Gerald (1995).
2.2.5 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.
2.2.6 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.
23
2.2.7 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.
2.2.8 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).Importance of organizational
changeIn 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 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
24
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 astructured way it leads to continuous
improvement and organizational innovation (Boston.MA, 2000).
2.3 EMPIRICAL REVIEWS
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 etal, 1998). ―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 communica on 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,
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
25
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.
2.3.1 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
26
how the organization functioned and how it members and leaders acted earlierChange 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.
2.3.1.1 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,
27
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.
2.3.1.2 Goals of organizational
communicationAccording 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 (―communica on‖) and organiza onal communica on 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
28
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
thesocial 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
2.4 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 puntland,somalia. Therefore there was a gab needed to fill in which the effect of
communication on organizational change.
29
CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction
This chapter discusses the research design, target population, sample size, sampling techniques,
research instrument validity and reliability of the instrument
instrument,, data collection procedures, data
analysis, ethical consideration and limitations of the study.
3.1 Research design
There was many or numerous design of researches, During this research or study , i chose
describtive colleration design or Relationship des
design , it shows and describes the relation
between (the variables) or the depedent variables and independent variables.
Colleration design was a type of research design where researchers to understand what kind of
relationship naturally occurring variables have with one another, in simple terms , colleration
research seek to figureout if two or more variables related are related and if so what way,
Quantitative would be used.
3.2 TARGET POPULATION
The target population of this study was 50 of the staff working somtel Company because the
researcher design is cases study.
3.3 SAMPLE SIZE
n= required sample,
N= the known population size
e= mergin of errors {0.05}.
30
TABEL 1 RESPONDENTS OF THE STUDY
No category Target population Sample size Sampling
1 Management team 12 11 puposive
2 Human resource department employees 10 8 purposive
3 Marketing department employees 6 6 purposive
4 Sales department employees 12 10 purposive
5 Finance department employees 10 9 purposive
Total 50 44 purposive
3.4 SAMPLE TECHNIQUES
Stratified sampling was used to determine the sample size. Respondents were grouped in strata
and purposive sampling was used in each strata to get the information from small scale
employees people (management team,HR department, marketing, sales, finance , simple
random sampling was used to limit on the biasness of purposive sampling.
Quantitative methods emphasis objectives meaturement and statistical numerical analysis of data
collection through polls,questionnaires and manipulating pre_existing statistical data using
computational techniques.
3.5 RESEARCH INSTRUMENT
The researchers was used questionnaire and interview by gathering information from the
respondents to assemble the data needed to study, these tools are the best ones that being avoided
to use because the alccurate data could not be received by using any other method rather than
these tools, since some people could not read and write, the researchers made interviews for
explanation but those who can Write and read will give them questionnaire to fill.
31
Questionnaire
This is a data collection instrument mostly used in normative surveys. This is a

systematicallyprepared form or document with a set of questions deliberately designed to elicit
responses from respondents or research informants for the purpose of collecting data or
information.
It is a form of inquiry document, which contains a systematically compiled and well organized
series of questions intended to elicit the information which will provide insight into the nature
ofthe problem under study.
It is a form that contains a set of questions on a topic or group of topics designed to be

answeredby the respondent.
The respondents are the population samples of the study. The answers provided by the
respondents constitute the data for the report
3.6 Validity and reliability
Validity is the ability to produce finding that are the agreement with theoretical or conceptual
values Amin (2005) Content Validity Index (CVI) = (Number of declared question valid/Total
number of questions). The validity of the instrument will be assuring with expert judgementing
and the researcher will make sure the coefficient validity to be at least 0.7.
3.7 Data collection procedures

The researchers was use questionnaire by gathering information from the respondents to
assemble the data needed to study, these tools are the best ones that being avoided to use because
the accurate data could not be received by using any other method rather than these tools, since
some people could not read and write, the researchers was make interviews for explanation but
those who can write and read was give them questionnaire to fill.
3.8 Data Analysis

The data will analyzed by using tables, percentages, bar graphs, pie charts. The collected data
will changed and interpreted into meaningful information by using Statistical Package for the
Social Scientists (SPSS).
32
3.9 Ethical cosideration
Ethical Considerations in all forms of research are important (Bassey, 1999; Creswell, 1994;
Dane, 1990; Glesne, 1999; House, 1990; Miles &Huberman, 1994; Neuman, 1997; Rubin, 1995;
Silverman, 2000). The researcher has no obligation to respect the rights, needs, values, and
desires of the participant, as well as the confidentiality of the information. Ethics includes
consideration of how to acquire and disseminate trustworthy information without causing harm
to the participants (Rubin & Rubin, 1995). Researchers must be sensitive to cultural and political
issues in interaction. It is vital for the researcher to inform the participant. It is vital for the
researcher to inform the participants what the study is about and Secure explicit written
cooperation as required from human subject participants in an effort to ensure that people cannot
manipulated (House, 19900). This will be the case in this research where participants were given
clear preliminary information about the study and asked to provide written consent to
participation.Bassey (1999) discussed research ethics as respect to democracy – where
researchers are expected to have a certain amount of freedom subject to responsibilities imposed
by the ethics of respect of truth,
meaning being open and honest in all situations, and respect for persons, participants have initial
ownership of the data and are entitled to dignity and privacy.
The following safeguards, as described by Creswell (1994, 2003) and Glesne (1999), were
applied in this study to protect the participants’ rights. The research objective will clearly
articulated verbally and in writing for the participants including how the data was to be used:
1. Written permission to proceed with the study as articulated will received from
participants
2. The Final decision regarding the participants’ anonymity rested with the participants
for comment. The participants had the final decision their anonymity; and
3. The participants were made aware that they had the right to withdraw from the study
at any point
33
Melton, Sieber, Stanley, and Stanley (1996) have articulated a range of important issues with
respect to the ethical conduct in research. Their ideas guided this research study. Ethically, the
researcher must consider:
1. the perspectives of the research participants, that is, their expectations, concern, and
beliefs about the research
2. communicating with participants about the research in terms they understand, and
3. Respect for those privacies that are important to the participants.
3.10 RESEARCH LIMITATION
Limitations of a research Thesis are potential weaknesses in your study that are mostly out of
your control. The ability to get the exact geographical scope of respondents became difficult
and also the possibilities of getting truly Purposive sample. The collection of information from
all target the people became limited due to limited financial resources and the scope of time.
34
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.0 introduction
In this chapter the researcher analysis data collected through the questioner as the quantitative
design which was the base of this study ,the result presented in this chapter are formed as a table
and figures to know more the information carried by this chapter .
4.1 the profile ofn the gender

Table 4.1 gender of the respondents
Valid Frequency Percent Valid Percent Cumulative
Percent
Male 34 77.3 77.3 77.3
Female 10 22.7 22.7 100.0
Total 44 100.0 100.0
Figure 4.1 the gender of the respondents
Figure 4.1 Shows were about the sex distribution of the respondents. It is evident from this
gender frequency distribution table that the majority of respondents were male at 77.27% while
22.73% were femal.
35
Table 4.2 martial status of the respondents

Percent
Single 15 34.1 34.1 34.1
Married 21 47.7 47.7 81.8
Divorced 4 9.1 9.1 90.9
Widowed 4 9.1 9.1 100.0
Total 44 100.0 100.0
Figure 4.2 shows the martial status of the majority 47.7% of respondents were married ,while
34.1% were the single ,while 9.1% were the divorced and while 9.1% were the widowed, so that
most respondents contributed the study are married.
36
Table 4.3 age of the respondents
Valid Frequenc Percent Valid Cumulative Percent

y Percent
20_30 22 50.0 50.0 50.0
31_40 19 43.2 43.2 93.2
41_50 2 4.5 4.5 97.7
51 and
1 2.3 2.3 100.0
above
Total 44 100.0 100.0
Figure 4.3
shows the age of majority 50% the total respondents aged between 20-30 years old ,while 43.2%
of the total aged 31-40 years old ,while 4.5% of the total respondents aged between 41-50 years
old ,and while 2.3% of the total respondents aged between 51 and above ,so that most
respondents contributed the study were aged between 20-30 years
37
level of education

Percent
Diploma 10 22.7 22.7 22.7
Degree 28 63.6 63.6 86.4
Master 6 13.6 13.6 100.0
Total 44 100.0 100.0
Figure 4.4 respondents of education level
Figure 4.4
shows that the researcher classified the level of education of respondents into three parts the
degree were greatest percentage value of 63.6% while diploma were 22.7% and also were master
degree were 13.6% so that the most respondents contributed the study were degree
38
working experience of the respondent

Percent
Below one year 3 6.8 6.8 6.8
1-2 years 10 22.7 22.7 29.5
3_4 years 23 52.3 52.3 81.8
5_6 years 8 18.2 18.2 100.0
Total 44 100.0 100.0
Figure 4.5
shows concerning the experience the respondent workers 52.3% are the most experienced about
3-4 years and below one years are 3% ,while 22.7% of the respondents are experienced 1-2
years and 18.2% o f the respondents are experienced 5-6 years so that most respondents
contributed the study have experienced 3-4 years
39
Somtel prepared adequate communication forms to it’s staff like emails,telephone and
other forms of communication
Percent
strongly agree 23 52.3 52.3 52.3
Agree 16 36.4 36.4 88.6
Disagree 4 9.1 9.1 97.7
Strongly disagree 1 2.3 2.3 100.0
Total 44 100.0 100.0
Figure 4.6
shows that 80% of respondent were strongly agree and 36.4% of them agree while 9.1% were
disagree and 2.3% were answered strongly disagree ,so that most respondents respond strongly
agree.
40
employees have extremely motivated method of communication in Somtel

Percent
Agree 15 34.1 34.1 70.5
Disagree 12 27.3 27.3 97.7
Total 44 100.0 100.0
Figure 4.7
shows 36.4% of respondent were strongly agree and 34.1% of them agree, while 27.3% were
disagree while 2.3% were answered strongly disagree, so that most respondents respond strongly
agree.
41
employees highly preference written communication then the verbal

Percent
Agree 16 36.4 36.4 84.1
disagree 7 15.9 15.9 100.0
Total 44 100.0 100.0
Figure 4.8
shows indicate 47.7% of respondents were strongly agree and and 36.4% of them agree , while
15.9% were answered disagree so that most respondents respond strongly agree.
42
The communication imporoved / increased the organization’s market share

Percent
Agree 28 63.6 63.6 84.1
Disagree 6 13.6 13.6 97.7
Total 44 100.0 100.0
Figure 4.9
shows indicate that 28% were agree and 9% were strongly agree, while 6% of them disagree
and 2.3% were answered stongly disagree so that most respondents repond were agree.
43
Communication helps departments the solve problems tomotivate employee

Percent
Agree 19 43.2 43.2 84.1
disagree 7 15.9 15.9 100.0
Total 44 100.0 100.0
Figure 4.10
shows indicate that 40.9% of respondents were strongly agree and 43% of them agree while
15.9 % were disagree,, so that most respondents respond agree.
44
the Somtel offers its employees participate decision to satisfy and increase to make change

Percent
Agree 19 43.2 43.2 77.3
disagree 9 20.5 20.5 97.7
Total 44 100.0 100.0
Figure 4.11
Shows indicte that 43.16%% of respondents were agree and 34.09% of them strongly agree
while 20.45% were disagree and 2.273% were strongly disagree so that most respondents
respond agree.
45
employees concentrate on changing and improving then method of communiation

Percent
Agree 19 43.2 43.2 70.5
disagree 11 25.0 25.0 95.5
Total 44 100.0 100.0
Figure 4.12
Shows indicte that 43.18% of respondents were agree and 27.27% were strongly agree while
25% of them disagree and 4.5% were strongly disagree so that most respondents respond
agree.
46
Somtel engage or face organizational change in last years

Percent
Agree 17 38.6 38.6 72.7
disagree 10 22.7 22.7 95.5
Total 44 100.0 100.0
Figure 4.13
Shows indicte that 36.64% of respondent were agree and 34.09% were strongly agree while
22.73% of them disagree and 4.5% were strongly disagree so that most respondents respond
strongly agree.
47
The somtel chages with their 3G and 4G had power organizational change

Percent
Agree 19 43.2 43.2 70.5
Disagree 12 27.3 27.3 97.7
Total 44 100.0 100.0
Figure 4,14
Shows indicte that 19 % o f respondents were agree and 12% of them strongly agree, while
12% were disagree and 2.3% were strongly disagree so that most respondents respond agree.
48
The organizational change of the employee increase the efficiency of the employees

Percent
Agree 16 36.4 36.4 68.2
disagree 11 25.0 25.0 93.2
Total 44 100.0 100.0
Figure 4.15
Shows indicte that 16 % of respondents were agree and 14% of them strongly agree, while
11% were disagree and 3.8% were strongly disagree so that most respondents respond agree.
49
the organization change are influenced by communication of employee

Percent
Agree 15 34.1 34.1 86.4
disagree 6 13.6 13.6 100.0
Total 44 100.0 100.0
Figure 4.16
Shows indicte that 15 % of respondents were agree and 23% of them strongly agree, while
6% were disagree and so that most respondents respond strongly agree.
50
Somtel gives enough information to enable employee to understand why organisational
change needs to happen
Percent
Agree 22 50.0 50.0 86.4
disagree 5 11.4 11.4 97.7
Total 44 100.0 100.0
Figure 17
Shows indicte that 50 % of respondents were agree and 36.4% of them strongly agree, while
2.3% were disagree and 2.3% were strongly disagree so that most respondents respond
agree.
51
the poor employee communication is mainly causes by lack of organisation change

Percent
Agree 20 45.5 45.5 77.3
disagree 10 22.7 22.7 100.0
Total 44 100.0 100.0
Figure 4.18
Shows indicte that 45.5% of respondents were agree and 31.8% of them strongly agree, while
22.7% were disagree and so that most respondents respond agree.
52
orgazation often formally communicate then change in writer

Percent
Agree 18 40.9 40.9 84.1
Disagree 6 13.6 13.6 97.7
Total 44 100.0 100.0
Figure 19
Shows indicte that 18 % of respondents were agree and 19% were strongly agree, while13.6%
of them disagree and 2.3% were strongly disagree so that most respondents respond strongly
agree.
53
participation in decision making will increases communication and reduces turn over

Percent
Agree 23 52.3 52.3 88.6
Disagree 5 11.4 11.4 100.0
Total 44 100.0 100.0
Figure 20
Shows indicte that 23% of respondents were agree and 16% were strongly agree, while 11.4%
of them disagree and so that most respondents respond agree.
54
CHAPTER FIVE
FINDINGS, CONCLUSIONS, RECOMMENDATIONS
5.0 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 Summary of Findings

The first objective of this study was to determine the level of employee communication in Bosaso
,puntland, Somalia .All the relevant variebals were tested as mentioned earlier and the result revealed
that employee communication play significant role in organisational change and majority of respondents
were strongly agree and organisation must have to motivate employees to cooperate with their work
and help with each other for jobs in order to attain organisational goals .
The second objective of the study to determine the level of organisational change in bosaso, puntland,
Somalia. The result indicates that the majority of participants strongly agreed that there is a high level of
organisational change in Bosaso , puntland, Somalia and The organization must always have to make
sure that changes occurring in the institution are developmental changes, in order changes to be
successful.
The third objective of this study was to determine the relation ship between the communication and
organisational change in Bosaso, puntland , Somalia .All the revelant variebles were tested to achieve
this objective consequently , the result of the study reveal that employee communication can be most
appropriate method by developed can sharing of information , ideas, and feelings between employees
and managers of a company, it can happen verbally or electronically, on various medium such as email,
mobile application, internets, and collaboration tools.
55
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 Somtel Company bosaso, Main Center was to very high because the average
mean of the Respondent showed (80%) the study also identified that s omtelt 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.
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.
56
 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.
5.4 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).
57
DiFonzo and Bordia, 1998; Lewis and Seibold, 1998; Schweiger and Denisi, 1991)
―The general importance of communica on 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).
(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.
58
(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).
(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.
59
60
APPENDIXES I : TRANSMITTAL LETTER
I
APPENDIXES 2 TIME FRAME
SN Start time End time Activity Personal responsible

1 10th/FEB/2021 26th/FEB/2020 Tobic selection and Supervesor
submission to tutor
2 5th/MAR/2020 15th/MAR/2020 Completion of Researchers his assistant and

chapters one,Two and supervisor
Three
3 15thSAUG/2021 25th/SEP/2021 Chapter four Date analysis consultant and

supervisor
4 17th/AUG/2021 25th/SEP/2021 Chapter five Researchers and supervisor
5 25th/SEP/2021 29th/SEP/2021 Preparation of table Researchers his assistant and

contents,budgets and supervisor
Time frame
6 29th/SEP/2021 Submission final Supervisor

drafts to supervisor
II
APPENDIX III : BUDGET
SN ITEM DESCRIPTION QUANTITY UNIT COST TOTAL COST

1 Printing with color 20 pages $ 0.15 $3
2 Printing with out color $ 0.01 $5
3 Questionanaire printing 40 copies 4 pages $ 0.05 $8
4 Transport 15 times $3 45
5 Inrternet 7 times $5 $35
6 Fees $ 50 $50
Total $ 146
III
QUESTIONNAIRE
I am Ayub Ali Farah student at Uninvests of Bosaso doing a research on“Effect of communication
on organisational change ” case study Local Somtel Telecommunication in Bosaso Puntland
Somalia.
This study is purely academic, and you have been selected to reliable. I kindly request you to
answer the flowing questions honestly.
Section (A) THE RESPONDENT’S DEMOGRAPHIC CHARACTERISTICS
Please tick (√) in the provided space below.
1.Gender
(1). Male. (2) . Female.
2.Marial status
(1). Single. (2) . Married. (3). Divorced. (4). Widowed.
3. Age
(1). 20-30. (2) 31-40. (3) 41-50. (4) 51 and above.

4. Highest Educational Level
(1). Diploma. (2) Degree. (3) Master. (4)PhD.
5. Number of years in working experience
(1). below one year. (2). 1 – 2years. (3) 3 – 4 years. ( 4) 5 -6years.
(5) 7 year and above.
IV
Section (B) Communication:
Please rate your ability, knowledge and skills on the fallowing items by ticking the number
Corresponding with each item. = keys 1= strongly Agree. 2= Agree. 3= disagree. And 4=
strongly Disagree
SN Communication 1 2 3 4
1. Somtel prepared adequate communication forms to it’s staff like
emails,telephone and other forms of communication
2. employees have extremely motivated method of communication in Somtel
3. employees highly preference written communication then the verbal
4 The communication imporoved / increased the organization’s market share
5 Communication helps departments the solve problems tomotivate employee
Section (C) Organisational change:

strongly Disagree.
SN Organisational change 1 2 3 4
1. the Somtel offers its employees participate decision to satisfy
and increase to make change
2, employees concentrate on changing and improving then method

of communication
3.. Somtel engage or face organizational change in last years
4, The somtel chages with their 3G and 4G had power organizational

change
5, The organizational change of the employee increase the efficiency of the

employees
V
SECTION{D}; Relation ship of effect of communication on organizational change.
strongly Disagree
N Relation ship of effect of communication on organizational change 1 2 3 4

1’ the organization change are influenced by communication of
employee
2’ Somtel gives enough information to enable employee to understand
why organizational change needs to happen
the poor employee communication is mainly causes by lack of
organzation change
3. The communiation of employee is influenced by organizational change
4. orgazation often formally communicate then change in writer
5. participation in decision making will increases communication and reduces turn

over
VI

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THE EFFECT OF COMMUNICATION ON ORGANIZATIONAL CHANGE

AYUUB ALI FARAH

THIS RESEARCH THESIS SUBMITTED TO THE FUCULTY OF COMMERCE AND MODERN

MANAGEMENT TOWARDS FOR THE FULLFILLMENT OF

THE REQUIREMENT FOR THE AWARD OF THE

DEGREE OF UNIVERSITY OF BOSASO,

degree of Commerce and modern management in faculty of Human resources management

Supervisor :Mr.Hassan Ali Mohamed

beloved classmate and friends with respect and thanks.

APPROVAL LETTER ................................................................................................................ 3

CHAPTER ONE ......................................................................................................................... 11

1.0 Introduction ......................................................................................................................... 11

1.1 Background ......................................................................................................................... 11

1.2 The problem statement ........................................................................................................ 13

1.3. PURPOSE OF THE STUDY ............................................................................................. 13

1.4. OBJECTIVES OF STUDY ................................................................................................ 13

1.5 Research Questions ............................................................................................................. 13

1.6 RESEARCH HYPOTHESIS .............................................................................................. 14

1.7 Scope of the research .......................................................................................................... 14

1.7.1 Geographical scope .................................................................................................................... 14

1.9 Definations of Key terms .................................................................................................... 15

CHAPTER TWO ........................................................................................................................ 16

LITERATURE REVIEW .......................................................................................................... 16

2.0 INTRODUCTION .............................................................................................................. 16

2.2 CONCEPTUAL FRAME-WORK ...................................................................................... 20

2.2.1 Interpersonal Communication .................................................................................................... 21

2.3.1 Organisational change ............................................................................................................... 26

CHAPTER THREE .................................................................................................................... 30

RESEARCH METHODOLOGY .............................................................................................. 30

3.0 Introduction ......................................................................................................................... 30

3.1 RESEARCH DESIGN ........................................................................................................ 30

3.2 TARGET POPULATION ................................................................................................... 30

TABEL 1 RESPONDENTS OF THE STUDY ........................................................................ 31

3.4 SAMPLE TECHNIQUES ................................................................................................... 31

3.5 RESEARCH INSTRUMENT ............................................................................................. 31

3.6 Validity and reliability ....................................................................................................... 32

3.7 Data collection procedures ..................................................................................................... 32

3.8 Data Analysis ..................................................................................................................... 32

3.9 Ethical cosideration ............................................................................................................. 33

3.10 RESEARCH LIMITATION ............................................................................................. 34

CHAPTER FOUR ...................................................................................................................... 35

DATA PRESENTATION, ANALYSIS AND INTERPRETATION ..................................... 35

4.0 introduction ......................................................................................................................... 35

level of education ...................................................................................................................... 38

working experience of the respondent ...................................................................................... 39

employees have extremely motivated method of communication in Somtel ........................... 41

employees highly preference written communication then the verbal ..................................... 42

The communication imporoved / increased the organization’s market share.......................... 43

Communication helps departments the solve problems tomotivate employee ......................... 44

employees concentrate on changing and improving then method of communiation................ 46

Somtel engage or face organizational change in last years ...................................................... 47

the organization change are influenced by communication of employee ................................. 50

Somtel gives enough information to enable employee to understand why organisational

orgazation often formally communicate then change in writer ................................................ 53

CHAPTER FIVE ........................................................................................................................ 55

FINDINGS, CONCLUSIONS, RECOMMENDATIONS ...................................................... 55

5.0 Introduction ......................................................................................................................... 55

5.1 Summary of Findings ......................................................................................................... 55

5.2 Conclusion ......................................................................................................................... 56

5.3 Recommendations ............................................................................................................... 56

Communication is a process of transmitting information from one person to another. According

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

1.3. PURPOSE OF THE STUDY

1.4. OBJECTIVES OF STUDY