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Abstract
The objective of this research was to study the communication guidelines and strategies and the
communication problems and obstacles encountered by Local Administration Supervisors, The successful
communication factors of Local Administration supervisors toward employees or staff and re-branding is
to be analyzed for finding appropriate guidelines for communication management. This study was a
qualitative research for which information was gathered by means of conducting in-depth interviews
including triangulation of information. The methods of note taking and semi-structured interview were the
tools for collecting relevant information, and the collected information from such interviews was utilized
to conduct a content analysis. From the study results, it was found that the Local Administration
supervisors communication guidelines and strategies in promoting the changes toward corporate rebranding were divided into two types namely one-way communication as guidelines and strategies
whereby the executive was the only person who communicated while the message recipients or
employees were unable to respond to such communication, whether they were corporate
communication strategies, policies and targets in the manner of issuing rules and procedures or
persuading by invitation, 2) strategy of being a role model for Local Administration employees and being
leaders 3) strategy of using written and formal media and two-way communication as communication
guidelines and strategies whereby the executives were the communicators while the message recipients
or employees would be able to respond to such message and express their opinions toward the
communication, which could be divided into 1) strategy of giving communication opportunities by
confrontation, 2) communication strategy by giving opportunities to the employees to express their
opinions and participate in such strategy, 3) rewarding strategy, 4) consulting and coaching by local
administration supervisors strategy, and 5) informal communication channels usage strategy. Apart from
the issue of guidelines and strategies in this research, the researcher focused on studying the factors
relating to communication breakdown of Local Administration supervisors obstructing the move to re*
Introduction
Stepping into the globalization era, there is faster and higher economic and political competition.
Thailand has just begun to realize that to change its organizations internally by adopting change
management. Communication is a very important tool leading to the change and image building for an
organization. In order to make officers realize the needs and the importance to change for success,
communication is a kind of media to convey the message from supervisors to their subordinates.
Therefore, communication is a science that has meaning and cover to humans everyday life. It has been
used for presenting thoughts, needs and feelings to other people. (Kasemsuk, 2012) There are many
techniques in communication as well as theories such as in 1954 Schramm and Osgood invented a model
that simulated communication cycle in two-way communication. The model is very popular as it can
explain the interaction between the sender and the receiver. In addition, Barrett (2006), mentioned
Nakaban (2012) created a concept of simple or an ideal communication process which is a message
conveying process from one person to another or other persons in both verbal language or non-verbal
language. The model has 4 compositions which are context, sender, message and receiver. It illustrates
that there will have no error in communication if the sender understands the context and the receiver,
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Technical Terms
Communication management means management in the part of presentation such as informing,
persuading or motivating to bring about mutual. Its importance is to be used as a guideline as an
organization needs to build understanding and unity of every departments practice. Moreover,
communication is essential to create better understanding and social conditions which create working
atmosphere that all human resource to develop their full potential. (Management Communication, n.d.)
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Methodology
This qualitative research collected data by In-depth Interviews, observation and behavior
checking. The data were analyzed by content analysis. Populations from 2 local administrations in this
study are 1) Chief Administrator of Local Administration Governor 2) Chairman of Local Administration 3)
Communication Department 4) Deputy. The total numbers of interviews are 8 persons. The research tools
are a semi-structured interview with open-end questions. The questions were constructed from many
issues so that the research could collect the data comprehensively.
Sample and Sampling
The purposive sampling had been used by focusing on the local administration which received
transparency awards from their citizen or good governance award from King Prajadhipok Institute. The
samples were selected from the following local administrations.
1. Kalasin City Municipality
Kalasin Province
2. Gudrang Tambon Municipality Mahasarakham Province
Both local administrations already had overall re-branding and adopted organizational
communication in building understanding for normal officer and supervisors who could create mutual
understanding in re-branding. These samples were what this research focused. The purposive sampling
had been used under the researchers judgment. The selected sample could represent supervisors who
were organizational receivers and who were the senders conveying message to department and
operational level staff.
Results
After conducting the interview about communication guideline and strategy of local
administrations supervisors for organizational re-branding, the result of this study could be concluded in
3 categories 1) communication guidelines and strategy of supervisors for organizational re-branding 2.
Obstacle factors of supervisors hindered the organizational re-branding and 3) successful factors of
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References
Aguinis, H. 2009. Performance Management. New Jersey: Pearson Education.
Application in Information Communication. 2012. Retrieved January 13, 2014 from scitech.rmutsv.ac.th/
comtech/Student/Information_Theory/?p=35.
Greenberg, J. & Baron, A. 2008. Behavior in Organization. New Jersey: Pearson Education.
Kasemsuk, J. Communication and Social Change. Bangkok: Chulalongkorn University.
Kongka, A. 2012. Communication Strategy of Energy Saving Task Force for Participating Promotion in
Energy Saving Project Bangkok Express Way Public Company Limited. Masters Thesis,
Sukhothai Thammathirat Open University.
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