An integrative action research (IAR) on improving DOTr railways’ internal organizational communication
Work practices across almost all workplaces shifted to a more virtual and online “new” normal on the onset of the COVID-19 pandemic. Enabling environment, ways of working, and relational dynamics changed and organizations had to adjust to the virtual set-up. Change happened most especially in the wa...
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| 格式: | text |
| 語言: | English |
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Animo Repository
2022
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| 在線閱讀: | https://animorepository.dlsu.edu.ph/etdm_manorg/105 https://animorepository.dlsu.edu.ph/context/etdm_manorg/article/1132/viewcontent/Improving_DOTr_Railways__Internal_Organizational_Communication_Redacted.pdf |
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| 總結: | Work practices across almost all workplaces shifted to a more virtual and online “new” normal on the onset of the COVID-19 pandemic. Enabling environment, ways of working, and relational dynamics changed and organizations had to adjust to the virtual set-up. Change happened most especially in the way that organizational leaders or managers communicate to their members and vice versa, affecting engagement, feeling of belongingness, and increased need to communicate more often and effectively.
This action research paper aims to contribute to the knowledge base of how organizations responded to the needs of the pandemic and address improvement demands of their internal organizational communication practices in the process. It aims to share a usable framework for public and private sector companies alike which encounter similar difficulties in internal communication and engagement.
For the first cycle, using the lens of action research inquiry methods and tools, Systems and Force Field Analysis, the action researchers planned interventions which aimed to improve communication practices of the sector across Berlo’s SMCRF components and Welch and Jackson’s internal communications model patterns. The researchers borrowed principles of Agile Methodology in the AR to adjust to challenges encountered in implementation and were able to see improvement in the frequency and regularity in communication, as well as in engagement and reactions rate from members. Conduct of a virtual General Assembly and opening of a Feedback Portal also improved receiver and feedback components of communication.
On the second cycle, interventions to improve empowerment, collaboration, balance, and sustainability of initiatives were addressed and Beer’s Change Model was utilized in evaluating success in achieving desired outcomes. |
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