Om du vill och vågar – en studie om kommunikation hos Habia Cable
It is in the human nature to communicate and it makes a condition for all types of development. We communicate in different ways, but the most common way is face-to-face. In an organisation, however other forms of channels can be more useful, such as e-mail and other IT-systems. An organisation with a functional and good communication is or will become very successful.In this paper, I have chosen to continue to study how communication looks like and works within Habia Cable. I will continue my first study (Inre liv och yttre verklighet – en kommunikationsstudie hos Habia Cable), where I discovered how the communication network looked like. The study used questionnaires where all the respondents had to fill in who they knew, hade contact with or worked with of all of the employees. What I gained from this was that 24% had some form of contact and 61% knew of each other. In this new study, I will try to find out what works and what does not works so good, in order to develop tools the company can use to improve their communication.Habia Cable is one of Europe largest manufacture of specialized cable. Their largest customers are found in telecommunications, nuclear, defends and other industries. In Sweden, they are located in two different places, one in Upplands Väsby and one in Söderfors, it is also here where the main manufacturing are done. They have 220 employees and the turn over where 565 MSEK in 2006.The purpose of this study where to identify and develop tools, Habia could use to improve their communication. In order to answer this I used following questions:• How do the employees understand the communication within Habia?• How shall the company convey business specified information?• Which communication channels have/can the company use to bring out their information?• Which importance does the leader have in the communication process?I have used both a quantitative method, with questionnaires and a qualitative method with interviews. I have chosen this because I would like to get as good picture as possible over the how the communication looks like at Habia. 190 persons out of 220 answered the questionnaire. Twelve persons where invited to the interviews, but one person chose not to participate. The gathered data was put together separately, where the questionnaire answers was compiled in diagrams and the interviews in plain text. The analysis was based upon a figure (Figure 4 in page 21), which describes how the communication goes like a spiral through all the different parts.The result of this study was that Habia has to work more with the leadership and make sure that the leaders have the conditions needed to run the business further on. One part of this work is to limit the channels used in the organisation and that they are link together in one interface. It is also very important that the whole organisation have performance reviews and that they are taking seriously and performed at least once a year. During these talks, the leader and the employee have the opportunity to check that they work in the same direction and that the organisations goal and the employee’s goal match. By doing this, the employee’s feels more motivated and involved.I would like to recommend Habia to re do this study in a couple of years, both this one but also the first one to see whether the communication has changed or not.That communication is important was nothing new, but that the word holed so much more was a surprise. If the communication does not work, the organisation will not work – not in the extent it could. My hope is that those who read this paper will get something to think about and to start looking at the communication with somewhat different eyes. Just to acknowledge that the one you are talking to might not understand the way you say something. Your body language might say something else, and you will in this paper discover that the body language stands for much more than the word it self.
School:Högskolan i Gävle
Source Type:Master's Thesis
Keywords:motivation integration performance review leadership communication information channels of participation
Date of Publication:11/11/2008