1. finance
2. accounting and auditing

MPA Capstone Learning and Professional Development Portfolio
Piece of Evidence Cover Sheet
Name: Samuel T. Weekley
Title/Label of Evidence: Effective Internal and External Communication
Type of Evidence:
o Course assignment for (identify class): Written for COM 530; University of
Phoenix MPA online for Dr. Leonald Robinson
o Internship artifact for (identify internship):
_____________________________________
o Written reflection produced for the portfolio
o Other (explain):
__________________________________________________________________
__
Competency/capacity addressed:
3e: Develop professional capacity in basic skills (writing, speaking, math, critical
thinking).
Self Assessment
Score: 3
Criteria you have met:
Is capable of consistently expressing ideas verbally and in writing
in a professional manner that communicates messages to the intended audience.
Instructor Assessment
Score: ___________
Check list:
o Written assessment follows completed rubric
o Evidence is located after written assessment or may be found under another
tab/page of the portfolio (add location):
_________________________________________
o Additional supporting evidence included
This piece was written as a course-required assignment for COM 530, a
communication in the public sector oriented class designed by the University of Phoenix,
and facilitated by Dr. Leonald Robinson. The objective was to outline, and specify the
difference between internal, and external communication, and how the two concepts
apply to public sector management communication strategies. As an element of this
assignment, we were to demonstrate our understanding of communication positions
within an interconnected communication chain, and provide a relevant example to
describe each position. In doing so, we were expected to cite course-required reading
material, and provide justification for our examples and descriptions.
This assignment provided an opportunity to analyze a concept that many
managers across the sectoral spectrum take for granted: synthesizing communication
techniques to ensure an equitable environment conducive for effective communication.
Success and effectiveness often hinges on a collaborative effort that ensures each team
member that their contribution is imperative to the achievement of organizational goals
and objectives. A weak communication chain may be the difference between
organizational efficiency, and a high turnover rate, or poor performance management and
measurement initiatives, which is why it is imperative that public managers recognize the
relevance and usefulness of communication techniques designed to facilitate effective
communication.
Effective Internal and External Communication
Name:
Course:
Instructor:
Samuel T. Weekley
COM/PA 530
Dr. Leonald Robinson
Abstract
This paper will attempt to identify the key concepts, and differences between
internal, and external communication in the professional workplace; describe essential
communicative roles such as gatekeepers, who help to minimize bureaucracy by making
imperative decisions about message content, and delivery; and describe essential
organizational communication terms such as functional specialization, communication
stars, and cyclical communication which play a crucial part in the interpretation, and
implementation of inter-organizational communication.
Identifying External and Internal Communication
Internal communication within an organizational network is the communication
that crosses the boundaries of inter-departmental relationships, such as the relationships
between subordinates, and their supervisor. Internal communication flourishes in an
environment that nurtures fluent interpersonal, and inter-departmental communication
using numerous social, and information exchange platforms to discuss inter-office policy.
One example of internal communication would be would be an organization policy handguide which would be used by organization employees, human resources recruiters, and
private external contractors to explain inter-organizational policy.
External communication is the communication of ideas across the boundaries of
organizational lines using an individual agent, commonly known as a gatekeeper, that
gathers the information that is communicated between the two organizations, and
interprets the information for their own organization. By maximizing the usage of
information technology to communicate interpersonally with organizations outside of
their own, gatekeepers enable a fluid flow of information between the two or more
organizations involved. This can be helpful when working with private, or outside
contractors. Examples of communicating using information technology include email,
video conferencing, and social media.
There are three contrasting models that can efficiently explain effective external,
and internal communication:
1. Functional Specialization
2. Communication Stars, and
3. Cyclical communication
Gatekeepers and Functional Specialization
Successful internal, and external networks in professional communication are
defined, and dependent upon a multitude of interrelated factors (including functional
specialization), which dictate the direction, or the flow of communication from the
highest levels, to their subordinates at each individual level. Functional specialization
refers to a specialized departmental role that is held by an individual, which produces
positive communication between internal, and external sources, or organizations. An
example of a specialized role that enhances internal, and external departmental
communication would be the role of a gatekeeper.
An organization’s, or agency’s gatekeeper is the latch pin (of sort) that binds the
flow of communication internally, and externally between agencies, and organizations.
The gatekeeper’s specialized function is to connect organizational departments, and to
convey information across organizational lines by creating and maintaining a specific
language in which to use to efficiently communicate internally, or externally across
information exchange platforms. The gatekeeper is highly reliant upon individuals within
each professional department to communicate ideas, and organizational policy. The
dictators of organizational communication, which are usually organizational supervisors,
trust their gatekeepers to interpret external messages, and to re-deliver this information
internally to their supervisors, and subordinates in a clear, and concise manner (Tushman
and Katz 1980). Gatekeepers are valuable assets to any organization because of their
ability to interpret, and identify external information that spans the boundaries of
organizational communication, and to distribute the information being communicated
efficiently through various forms of information media
Tushman, and Katz (1980) theorize that gatekeepers may also “take an active role
in training, development, and socialization within their work units, not only gathering,
translating, and encoding external information, but also facilitating the external
communication of their colleagues” (Tushman, and Katz 1980). When communicating
internally, or across organizational lines, the gatekeeper must first decide how, and which
platform that they will choose to use to communicate most effectively with the other
parties involved. The next step is to find a language, or a communication platform that is
common to all of the stakeholders involved, which helps the internal, or external parties
more comfortable communicating with each-other, and with the gatekeeper. If the
gatekeeper is an effective communicator, they will have to choose a common language to
communicate in only once. Once the communication language barrier has been
established, the gatekeeper, as explained above, can begin acting on the ideas that have
been communicated between stakeholders, and organizations, essentially putting the
credited information to work within the boundaries of his, or her own organization.
Communication Stars
Johnson, and Chang suggest, “Some boundary spanning literature suggests that
the same person can play the two distinctive external and internal communication roles”
(Johnson, and Chang 2000 Pg. 243), for example technical R&D gatekeepers used
external contacts for idea generation and internal networks for problem solving”
(Johnson, and Chang 2000 Pg. 43).
When an organization, or agency is able to get more efficiency, and production
out of one boundary-spanning gatekeeper, they are creating what is known as a
Communication Star. A Communication Star has the ability to effectively reach across
various platforms of communication to efficiently receive, interpret, and deliver interorganizational messages, and documents from external organizational sources. Johnson,
and Chang reiterate previous studies noting that “heavy users of one information medium
related to work are likely to be users of other media that also carry this same information
which is also a finding of more general media use studies” (Johnson, and Chang 2000
Pg. 243).
In Conclusion
The difference between internal, and external inter-organizational communication
are the communicators themselves. Effective communicators within any organization, or
agency go above, and beyond the proverbial call of duty, spanning across numerous
communication platforms, and using the most up to date information exchange
technology to receive, and deliver the most effective message for their department, their
organization, and ultimately for themselves. These boundary-spanning gatekeepers of
inter-organizational knowledge have the unique ability of being able to fuse together vast
communication networks, organizations, and agencies as they continue to drive that
knowledge deep into the hearts, the minds, and thoughts of those in which they choose to
communicate with interpersonally, within the boundaries their own internal
communication network, or externally, reaching outward toward the communication
horizon.
References
Cornelissen, Joep P.; Gardner, H. & Lock, Andrew (2001) The organization of external
communication disciplines: an integrative framework of dimensions and
determinants. International Journal of Advertising. Vol. 20(1).
Katz, Ralph & Tushman, Michael L. (1980) External communication and project
performance: An investigation into the role of gatekeepers. Management Science.
Vol. 26(11) pp. 1071-1085.
Chang, Hui-Jung & Johnson, David J. (2000) Internal and external communication,
boundary spanning, and innovation adoption: An over time comparison of three
explanations of internal and external innovation communication in a new
organizational form. Journal of Business Communication. Vol. 37(3) pp. 238263.