The purpose of the thesis is to examine how internal communication can be used in an organisational change process. Due to the increasing globalization and the financial crisis where competition is rising, the ability to adapt to the global market has become a crucial necessity. Therefore organisations must be dynamic and able to be ahead of themselves. We possess a curiosity of how internal communication can be used in organisational changes. Therefore, we have formulated the following thesis statement: How can internal communication be used in a change process? Our thesis is based on theory as well as practice. Our theoretical part revolves around subjects such as change, culture and leadership. We find that these subjects are relevant in order to be able to answer our thesis statement. In the second part of our thesis, we deal with our case study, Ardagh Glass Holmegaard. The reason for choosing a casestudy is due to the fact that we wanted to gain knowledge about how an actual organisation had made use of internal communication in a change process, thus examining our thesis statement from a practical point of view. Thereby, the issues studied in the theoretical part were to function as a theoretical frame for the second part of the thesis. Both the theories studied and the knowledge obtained by our observations from our practical example have provided us with the ability to declare something about the way in which internal communication can be used in organisational change processes. Our analysis has revealed several ways in which internal communication can be used in a change process: Firstly, our studies have shown how internal communication based on continuous dialogue between the management and the employees can be a tool to decrease the employees’ resistance towards the change process. 1. If the management engages in a closer dialogue with the employee, the result might be that the employee will gain a more secure feeling about the implications caused by the change, resulting in the fact that the insecurities and worries about the change might be reduced. Furthermore, a continuous dialogue can result in the employees feeling well informed about the process, resulting in a decrease of feeling left out and confused. 2. Resistance towards change can occur due to different interpretations of the message, as the management and the employees might interpret the message differently. By using internal communication based on dialogue between management and employees, it is possible to create a mutual understanding of the message, thus revealing that perhaps the resistance was merely based on the fact that the message was interpreted differently. Secondly, internal communication can be used with an advantage when delivering the message of a change. It is important to make use of mass communication as well as a more intimate face-to-face communication, such as dialogue. This kind of communication opens up for the possibility of the employee to ask question and thereby be a more central part of the process. Thirdly, we found that internal communication can be used when having to communicate the message in a way that is appropriate and comprehensible for the employees. Internal communication can indeed be used with regard to the culture in the organisation as there has to be coherence between the culture and the communication in the change process. Finally, we can conclude that there are several ways in which internal communication can be used in a change process.
|Educations||MA in International Business Communication (Intercultural Marketing), (Graduate Programme) Final Thesis|
|Number of pages||140|