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Identify the existing processes of communication in the given case study and explain the different communication processes available to a small voluntary organisation.


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Produce a report. The must be written in professional manner and
properly referenced. The report should comply with the word count of
2000 with +/- 10% margin. You may use tables and diagrams to
support your report to illustrate the text. Word count excludes the
index, headings, information contained in tables, references and
bibliography.
You are required a produce a report on following points relating to the case study you were
given.
 Identify the existing processes of communication in the given case study and explain the
different communication processes available to a small voluntary organisation. (LO 3.1)
 By comparing the different communication processes explain how the voluntary
organisation cited in the case study can improve appropriate communication and how
they can ensure integration of systems of communication. (LO 3.2, 3.3)
 Identify and recommend improvements to the organisation’s existing approaches to
collection, formatting, storage and dissemination of information and knowledge (LO 4.1,
4.2)
 Recommend and explain methods by which this organisation can improve its access to
systems of information and knowledge (LO 4.3)
Assessment Type: Individual
BTEC Higher National Diploma in Business
Unit 16: Managing Communications, Knowledge and Information Regent College
8
 If you are given the opportunity work as the volunteer supervisor in this case study,
explain, using a personal plan how you would improve your own communication skills
(LO 3.4)
Case Study for Unit 16 Managing Communications, Knowledge and Information Assignment 02
ORGANISATIONAL COMMUNICATION
Introduction
The organisation chosen for this case study on organisational communication is a small
political activists’ organisation for which the writer of this paper once volunteered. The
organisational communication problem encountered was that the volunteer supervisor did
not have projects ready during the scheduled volunteer time slots, and despite a thorough
interview process to determine skill-need matches and prior verbal scheduling of
volunteer times, this problem persisted for months. With the lack of a communication
plan, the consequence was a diminished enthusiasm for the cause and growing level of
frustration causing this writer to cease volunteering for the organisation despite having a
true belief in its mission.

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Knowledge
The major problem in this case study was that the volunteer supervisor was engaged in so
many projects that she did not invest the time to communicate projects to delegate to the
volunteer. Most volunteers for this organisation worked on updating databases,
solicitations, and mailings. This writer’s volunteer emphasis was on writing and doing
special projects.
Therefore, it was only through horizontal top down communication from this particular
supervisor that these special projects could be delegated. Because the volunteer work was
so different than the other volunteers, there was no real value to vertical communication.
In Organisational Communication, Kathryn Baker, contends many communication
theories are not so relevant in today’s service world as well as today’s technologically
globalized world. (Baker, 2002) While many organisational communication principals
would apply, this organisation operates locally and nationally, and falls into Baker’s
description of ‘the service’ organisation. What the supervisor could have done was
implement time saving communication systems, such as writing memos, e-mails, and
other written communication methods to delegate tasks to be done within that specific
time frame. If this was done, the task(s) often were so simple that they did not take all the
volunteer time, and she was left scrambling to find another volunteer project.
Sensitivity
BTEC Higher National Diploma in Business
Unit 16: Managing Communications, Knowledge and Information Regent College
9
The person that appears to be most responsible for the problem was the volunteer
supervisor. However, she was being asked to do more than supervise volunteers; she was
an assistant to the Marketing/Communication Director and was involved in a very
extensive public awareness campaign which required a lot of hands on work on her part.
Additionally, the communications department seemed at odds with other parts of the
organisation, and other departmental managers often were putting demands on this
supervisor as well. Her lack of time resulted in her being a poor communicator, and even
though this volunteer’s skills could have helped ease her work load, she couldn’t slow
down enough to implement a concrete communications strategy.
Skills
The writer of this case study looks to Carter McNamara’s Basics in Internal
Organisational Communications (McNamara, 2007) who suggests a communication plan.
This plan can involve verbal or written communications that would cover how to
effectively manage a non-traditional volunteer. As cited earlier, this supervisor dealt
mostly with people with specific tasks, not project skills, and therefore did not need a
one-on one short session with them during their volunteer time. They also had the value
of communication with one another to help them out when they ran into a specific
problem.
Values
The value of the frustrated volunteer was the desire to create some quality work and be
included within a network of volunteers for this cause. The value of the supervisor was to
impress her managers. The values of the volunteer and supervisor were not mutual. If the
goals had been mutual, it might have created an environment that would have made it
more conducive for the supervisor to take the time to communicate special volunteer
projects of value. It’s rather ironic that during the initial volunteer meeting, how the
writer of this paper could assist the cause was a major point of discussion. This paper
does acknowledge that as with many political activists’ organisations, things happen on
the spot, and there is a great deal of crisis management, and not a lot of pre-planning.
Additionally the communication focus for this organisation was external, not internal.
This organisational culture spilled over into the communication methods of this writer’s
volunteer work, and was a cause of a great deal of frustration. Alternative Solutions The
volunte
er supervisor should delegate another volunteer to hand out the written
instructions for the volunteer time block, and because of the nature of the work, keep the
volunteer time appointment in her appointment book, not just on the general volunteer
log. This would have eased the frustration and allowed the writer of this paper to feel like
a valuable contribution was being made to this particular cause.

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Above case study is extracted from,
Booth, T. A. (2008). Organisational Communicatio. Business Intelligence Journal , 120-
122.
BTEC Higher National Diploma in Business
Unit 16: Managing Communications, Knowledge and Information Regent College
10
BTEC Higher National Diploma in Business
Unit 16: Managing Communications, Knowledge and Information Regent College
11
Assessment Criteria:
P1-P15 Pass Criteria
M1-M3 Merit Criteria
D1-D3 Distinction Criteria
To Achieve a Pass
To gain a pass grade you must attempt all three assignments and you must satisfy the pass
criteria as outlined below.
LO 1.1 discuss the range of decisions to be taken (P1)
LO 1.2 examine the information and knowledge needed to ensure effective decision taking
(P2)
LO 1.3 assess internal and external sources of information and understanding (P3)
LO 1.4 justify recommendations for improvement (P4)
LO 2.1 identify stakeholders for a decision-making process (P5)
LO 2.2 make contact with those identified and develop business relationships (P6)
LO 2.3 involve those identified in the decision making as appropriate (P7)
LO 2.4 design strategies for improvement (P8)
LO 3.1 report on existing processes of communication in an organisation (P9)
LO 3.2 design ways to improve appropriateness (P10)
LO 3.3 implement improvements to ensure greater integration of systems of communication
in that organisation (P11)
LO 3.4 create a personal plan to improve own communication skills (P12)
LO 4.1 report on existing approaches to the collection, formatting, storage and dissemination
of information and knowledge (P13)
LO 4.2 carry out appropriate changes to improve the collection, formatting, storage and
dissemination of information and knowledge (P14)
LO 4.3 implement a strategy to improve access to systems of information and knowledge (P15)
BTEC Higher National Diploma in Business
Unit 16: Managing Communications, Knowledge and Information Regent College
12
To Achieve a Merit
To gain a merit grade you must achieve all the pass mark criteria and in addition you must
satisfy the criteria as outlined below.
Identify and apply strategies to find appropriate solutions through effective judgement (M1)
Select/design and apply appropriate methods/techniques. You are judged on the application
of relevant theories and techniques and the justification for their application (M2)
Present and communicate appropriate findings. This includes the use the appropriate structure
and approach with coherent, logical development of principles/concepts for the intended
audience (M3)

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