A STUDY IN INTERNAL COMMUNICATION IN HOSPITAL ORGANIZATIONS

A DISSERTATION SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE

PROGRAMME MASTERS OF ARTS IN PUBLIC RELATIONS

By
RAJAT BANDOPADHYAY
Rajatb87@gmail.com

DEPARTMENT OF COMMUNICATION AND JOURNALISM

UNIVERSITY OF MUMBAI

JUNE, 2011
MUMBAI

RESEARCH GUIDE
MS. MEENAKSHI UPADHYAY

A study in internal communication in Hospital Organizations

A dissertation submitted for the partial fulfillment of the program masters of arts in
public relations

By
Rajat Bandopadhyay
rajatb87@gmail.com

Department of communication and journalism

University of Mumbai

June, 2011
Mumbai

Research guide
Ms. Meenakshi upadhyay

CERTIFICATE

This is to certify that RAJAT BANDOPADHYAY a student of Department of Communication

and Journalism, University of Mumbai has completed his/her final semester dissertation titled A
Study in Internal communication in Hospital Organizations during December 2010 to June
2011.

The dissertation is submitted in partial fulfillment of the requirements of Masters in Public

Relations (MA-PR) program conducted by the Department.

I have guided him on various topics and methods during the research project.

June 30th, 2011

Meenakshi Upadhyay

Mumbai

Research guide

Mangesh Karandikar
Head of the Department

ACKNOWLEDGEMNT

I would first wish to express my gratitude to Dr. L H Hiranandani hospital for providing me with
internship experience for this study and all those PR and communication practitioners who have
contributed to my research in all dimensions. The contribution of each and every respondent,
faculty, my friendly peers hold great importance to me.
I would also like to express my warm regards and heartfelt thanks to my research guide
Prof.Meenakshi Upadhayay. She has encouraged me and channelized my enthusiasm effectively.
Their untiring support and guidance throughout has been an inspiration and driving force of this
research. Prof. Sanjay Ranade, has helped me whenever I reached a halt in this grueling research
process and Prof Meenakshi has been kind and compassionate at all stages of the research. I
would also like to thank the head of department Prof. Mangesh Karandikar for providing the
necessary guidance to for this study.
I express my heart-felt gratitude towards my parents, siblings and all those friends who have
willingly and with utmost commitment helped me during the course of my project work. Finally,
big thanks to my professors including visiting faculty Mr. Moses Gomes and Ms .Jayashree
Sanadhya and colleagues at the Department of Communication and Journalism at the University
of Mumbai, who have encouraged me at all times with their inputs and suggestions throughout
this research process.
Last but not the least, I am thankful to all those who indirectly extended their co-operation and
invaluable support to me.

Table of Contents

Chapter 1: Introduction.7

Chapter 2: Literature Review..9

Chapter 3: Research Design ..16

Chapter4: Findings & Observations...18

Chapter 5: Conclusions.23

Chapter 6: Scope for further research.. 24

Bibliography..25

List of interviewees.28

Annexure. 29

Abstract
Internal communication is one the most important functions in any organization. Internal
communication is one of the important factors that deal with developing communication
techniques to connect the organization and its employees and other important stakeholders.
Hospital organizations being a sensitive place require constant internal communication and inter
department coordination for a better functioning. Therefore this research aims to study if
hospitals conduct internal communication in the organization? For this study the researcher has
interviewed communication practitioners across 15 Hospitals based in Mumbai. The research
concludes that the function is still not clearly defined and some development is still needed.

Chapter 1 IntroductionHospital sectors are service sector industries which deal with healing and curing the sick and the
ill. Hospitals initially developed as service sector but over the last decade it has also gained
credence as business sector industry due to increase in health economy and increase in demand for
better health and lifestyle services. Many institutions such as Cygnus India have predicted the rise
in number of private hospital sectors with advanced medical facilities and infrastructure.
According to Cygnus India the Indian hospital sector is experiencing a rapid growth over the last
60 years and the business is growing at a rate of 11%-14% every year, the size of Indian
healthcare industry was estimated to be at Rs.1717 billion in 2007 and is expected to grow to an
extent of Rs 3,163 billion by 2012. The private sector covers around 80% of the healthcare market,
while public sector covers about 20%. The country had 15,393 (2005) hospitals, which had 8.75
lakh hospital beds. According to the WHO report, India is yet to add 80,000 hospital beds each
year for coming five years to meet the demands of its growing population 1. There by it becomes
important to have Hospitals to function with an effective management system to handle customers
as in patients and the various target audience of a particular hospital. According to a recent study
by Jeffery Harris who pointed out that a hospital organization mainly consists of three main
divisions that forms a part of the economic model of hospital organizations and these are medical
division, supply division and service division and since the hospital firm is expected to find
solution and diagnose various health related problems of its patients. In such a situation there is a
rise in the internal coordination and communication problems which require attention of the
hospital authorities and as well as a proper solution to avoid grave errors. 2

(n.d.). Retrieved 10 9, 2010, from Cygnus India: www.cygnusinsia.com/pdfs/Hospital%20industry%20insight_toc.pdf

(n.d.). Retrieved 9 4, 2010, from Medterms: www.medterms.com/script/main/art.asp?articlekey=8390

(n.d.). Retrieved 12 10, 2010, from Institue of PR: http://www.instituteforpr.org/files/uploads/White_Vanc_Stafford.pdf

uwaterloo. (n.d.). Retrieved 12 4, 2010, from artsweb: http://artsweb.uwaterloo.ca/~ljcurtis/ECON%20456%20%20Group%201%20-%20The%20Internal%20Organization%20of%20Hospitals.pdf

This research is expected to find out the functions of Public Relations department or a
communication managers role in a hospital sector industry especially in handling and managing
effective internal communications. This topic was selected by the author after completing an
internship at a well known hospital based in Mumbai, after observing the work functions of the PR
department in the particular hospital organization. The author was curios to explore more about
the aspect of internal communication process especially in hospital organization and hence
decided to take up this dissertation.

Chapter 2 Literature ReviewThe word hospital comes from latin word hospes which generally means either a visitor or a
host who receives the visitor and from hospes came the latin word hospitalia, which means an
apartment for strangers or guests, and the Medieval Latin "hospitale" and the Old French
"hospital." It crossed the Channel in the 14th century and in England began a shift in the 15th
century to mean a home for the elderly or infirm or a home for the down-and-out 3. The evolution
of hospitals comes out with the development of healthcare sector in India. The development of
healthcare sector has developed on basis of available of medicines and medical records in India,
primitive medicines were available as rich texts as in hieroglyphics and parchments centuries
before Christ 4. Around 16th to 20th century the invasion of foreign rulers had considerably brought
transformation in the development of healthcare sector in India. Portuguese were the first to start
the modern medicine in 1510 and started the first hospital in Goa known as The Royal Hospital 5.
In 1740 the medical department of East India Company was established, there by paving the way
for development of medical schools and thereby hospitals.
Hospital is an institution or the organization for the treatment, care, and cures of the sick and
injured or for the study of disease, and for the training of physicians (medical colleges), nurses,
and allied health care personnel. 6 Like other organizations and institution hospitals or any
3

(n.d.). Retrieved 10 9, 2010, from Cygnus India: www.cygnusinsia.com/pdfs/Hospital%20industry%20insight_toc.pdf

(n.d.). Retrieved 9 4, 2010, from Medterms: www.medterms.com/script/main/art.asp?articlekey=8390

(n.d.). Retrieved 12 10, 2010, from Institue of PR: http://www.instituteforpr.org/files/uploads/White_Vanc_Stafford.pdf
(n.d.). Retrieved 12 11, 2010, from http://findarticles.com/p/articles/mi_gGENH/is_20050229/ai_2699003385/
Dozier, J. G. Excellent Public Relations and effective organizations. In Excellent Public Relations and effective organizations: a
study of Public Relations (p. 653).
Haynes, J. (2003, December 30). How to Organize the Public Relations Function. (PRSA) Retrieved 12 30, 2010, from
praccreditation: //www.praccreditation.org/secure/documents/coachHO24.PDF
Hospital Management. (n.d.). Retrieved 10 11, 2010, from Scribed: http://www.scribd.com/doc/10054257/HospitalManagement-Dr-Bashaar
Tench, L. Y. (n.d.). Exploring Public Relations.
4

Ancient Indian Medicine, Orient Longmans, 1962, by Kutumbiah..P., MD, F.R.C.P.,

Development of Medical Records in India" by Dr.G.D.Mogli in the International Health Records
Newsletter of IFHRO, series 2, No.3, April, 1978.
6
(n.d.). Retrieved 9 4, 2010, from Medterms: www.medterms.com/script/main/art.asp?articlekey=8390
5

healthcare facility encompasses various processes which are the essential part of functioning of a
hospital organization 7, some of these complicated procedures going on in a hospital on a daily
basis are operations, finance, personnel, information and Time.
Understanding the term Public Relations we have to take in account the meaning of the term
public, to understand the term Publics. Though Publics is broad term and general public cannot
be considered for an organization like Hospital. Thus according R. C. Anand and A.chakrvarty the
Public of hospitals is specifically their staff, patients along with their relatives and the community
to which the hospital serves 8. Now looking at the term Public Relations which have been defined
by Chartered Institute of Public Relations (CIPR) (UK) as an activity of reputation- the result of
what you do, what you say and what others say about you. Alternatively Cutlip, Center and Broom
noted that Public Relations is a management function that identifies, establishes and maintains
mutually beneficial relationships between an organization and its publics on whom its success or
failure depends 9 which proves to be an important definition for Public Relations till date. Public
Relations is a dynamic communication approach and has dynamic functions based on four main
parameters According to PRSA (Haynes, 2003) which involve Fact-finding and research on
opinions and attitudes, Advice and counsel, Communication service, and promotional activities
based on which the following functions are to be taken care by Public Relations personnel which
are:

Community Relations

Consulting

Contributions Programs

Customer Relations

Government Relations

Guest relations

Internal Communications

Hospital Management. (n.d.). Retrieved 10 11, 2010, from Scribed: http://www.scribd.com/doc/10054257/HospitalManagement-Dr-Bashaar

8

Public relations in hospital. Anand RC, Chakravarti A. Health Popul Perspect Issues. 1981 Oct-Dec;4(4):252-9.PMID:
10257915 [PubMed - indexed for MEDLINE]

Scott M. Cutlip/ Allen H. Center/ Glen M. Broom, "Effective Public Relations," 7th Ed., Prentice-Hall, Inc. A Simon and
Schuster Company, Englewood Cliffs, N.J. 07632, 1994, Figure 10-1

10

Internal Communications

Media Relations

Product/Service Publicity

Publications

Research

Digital Communications

Thus it is evident that internal communications is also an important part of Public relations which
this research focuses on the term Internal Communication as defined to Ralph Tench and Liz
Yeomans (Exploring Public Relations, 2006): "Internal communication is the term used in the UK
and elsewhere to describe an organizations managed communication system where employees are
regarded as a public or stakeholder group."Thus deals with the formal and informal
communication taking place between employees or staff who is a part of an organization. It was
pointed out by Jo and Shim (2005) as a tool to build favorable relationships between management
and employees 10. Internal communication is one of the functions of Public Relations as pointed
out by Larissa, Grunig & Dozier 11and claim that internal communication plays a vital role for a
PR practitioner in an organization and pointed out the perspectives of having employee
communication and its importance in building trust, relationship and influence opinion of
employees in favor of corporate reputation and identity. As Public Relations involve a relationship
building process it involves aspects of personal influence in it as well as studied by Candance
White. 12 Organizational-public relationships are process of relationship management represented
by the patterns of interaction, transaction, exchange, and linkage between an organization and its
publics. These relationships have properties that are distinct from the identities, attributes, and
perceptions of the individuals and social collectivities in the relationships. Though dynamic in
nature, organization-public relationships can be described at a single point in time and tracked
over time and could be understood by studying relationship management which is the
coordination, management, and relationship building process between an organization and its
10

Exploring Media Relations ,Dimensions in South Korea, Journalism and Mass Communication Quarterly,
Vol. 81 n. 2, pp. 292-306.
11
Dozier, J. G. Excellent Public Relations and effective organizations. In Excellent Public Relations and effective organizations:
a study of Public Relations (p. 653).
12

(n.d.). Retrieved 12 10, 2010, from Institue of PR: http://www.instituteforpr.org/files/uploads/White_Vanc_Stafford.pdf

11

publics with a variety of publics, including investors, community activists, suppliers, and even
employees. Gronstedt (2000) points out that the roles of each of these publics is overlapping, for
instance, both employees and investors are becoming activists, which makes it more important for
organizations to better manage communications between and across these different publics 13.
Theoretically, relationship management is the practice of building relationships with an
organizations publics (Ledingham & Bruning, 1998) by attempting to restore and maintain a
sense of community (Kruckeberg, 2000, p. 145) 14. Relationship has been defined by Thomlinson
(2000) as as set of expectations two parties have for each others behavior based on their
interaction patterns (p. 178)15. Increasingly, a focus of this relationship is how the parties
communicate with each other to build the relationship (Toth, 2000), although the mechanics of
how this communication takes place and what outcomes it produces have not been widely
studied 16.
Cheney (1999) points out, Amid the rush toward heightened efficiency and competitiveness is a
sense that most organizations dont care a great deal about their employees (p. x). Organizational
communication with employees is potentially insufficient because the emphasis by organizations
is toward external publics about products and services. Hence it is important to have public
relations or a communication manager to engage internal communication to benefit the corporate
goals and to promote corporate image of an organization. The researcher is studying at the hospital
sector which falls under the category of service sector industries is also an organization especially
private hospitals and thus requires a definite organizational structure to keep and track records and
manage the daily administrative works as pointed out by Moller and Rajala 17Hospital industries
involve the same corporate management functions like any other industries. Hospital
administration refers to those professionals who choose to be a part of management and

13

Gronstedt, A. (2000). The customer century: Lessons from world-class companies in integrated
marketing communication. New York: Routledge.
14
Kruckeberg, D. (2000). Public relations: Toward a global professionalism. In J.A. Ledingham &
S.D. Bruning (Eds.) Public Relations as Relationship Management, Erlbaum Associates:
Mahwah, NJ.
15
Thomlinson, T. D. (2000). An interpersonal primer with implications for public relations. In J.
A. Ledingham & S. D. Brunings (Eds.) Public relations as relationship management
(pp.177-203). Mahwah, NJ: Erlbaum Associates.
16
Toth, E. L. (2000). From personal influence to interpersonal influence: A model for relationship
management. In J. A. Ledingham & S. D. Brunings (Eds.) Public relations as
relationship management (pp. 205-219). Mahwah, NJ: Erlbaum Associates.
17
Mller K. and Rajala A. (1999), Organizing marketing in an industrial high-tech firms: The role of internal marketing
relationships, Industrial marketing management, Vol 28, No 5, pp.521535.

12

administration activities in organized hospitals. Kelleher18 (2001) found that public relations
practitioners relied on written communication while public relations managers relied more on
face-to-face communication 18. Cheney (1999) also observed that face-to-face communication is
considered more reliable than written communication in a business context because it provides
more information to the other party19. It is important to understand if these differences in
communication richness do matter in terms of reliability and trustworthiness among employees.
In the public relations literature, trust is considered a critical aspect of the organization-public
relationship (Botan & Taylor, 2004) 20. In an earlier study, Bruning and Ledingham (2000) found
that trust had a significant impact on customer satisfaction 21. In addition, Wilson (1994) found that
both employee and public perceptions of commitment, trust and mutual respect are important for
understanding organization-public relationships 22. All of these findings focus on the relationship
aspect of publics and the positive impact on customer satisfaction and firm reputation yet fail to
consider the impact of communication on that relationship or on the relationship with other
stakeholders. Paine (2003) specified that organizations should make sure to point out the
researchers work of William Kennan and Vincent Hazleton who gave Public Relations Scholar
Carl Botan credit for prompting them to label the term internal public relations to ask several
questions prior to measuring trust in organizations, including Which channels of communication
were used and/or deemed most important to use in disseminating the messages (p. 11). When an
employee develops a relationship with external stakeholders, s/he can become an ambassador of
that firm 23. Therefore, relationships exist not only between an organization and its publics, but
relationships between an organizations different publics are also important. In addition,
employees can take on multiple roles, including that of investor and activist, as well as employee

18

Kelleher, T. (2001). Public relations roles and media choice. Journal of Public Relations
Research 13(4), 303-320
19
Cheney, G. (1999). Values at work. Ithaca, NY: ILR Press
20
Botan, C. H. & Taylor, M. (2004). Public relations: State of the field. Journal of
Communication, 54(4), 645-661.
21
Ledingham, J. A., & Bruning, S. D. (1998). Relationship management in public relations:
Dimensions of an organization-public relationship. Public Relations Review, 24, 55-65.
22
Wilson, L. J. (1994). The return of Gemeinschaft: A theory of public relations and corporate
community relations as relationship building. In A.F. Alkhafaji (Ed.), Business research
yearbook: Global business perspectives 1 (pp. 135-141). Lanham, MD: University Press
of America.
23
Paine, K. D. (2003). Guidelines for measuring trust in organizations. Retrieved 26 June 2006
from www.instituteforpr.com. Published by The Institute for Public Relations.

13

(Dougall, 2005; Gronstedt, 2000). If employees are considered an important public, they can be an
important source of relationships with other publics, such as customers 24.
According to Anand & Chakravarty public relations is required in the hospitals primarily to meet
the expectations of the target audience such as its patients and their relatives as its success or
failure depends on the impression they form about the hospital. These expectations could be
fulfilled by engaging into internal communication such as influencing public opinion and behavior
among its employees. Public Relations managing internal communication activities help to
minimize the internal crisis originating from junior administration staff and other employees. In a
hospital environment internal communication activity helps to rectify errors done by the staff
including doctors, nurses and other departments and thereby it becomes a necessity to have
effective internal communications in hospital for the flow of desired information amongst the
other departments and staff. This process includes influencing policy decisions to the management
of the hospital and as well as analyzing and rectifying mistakes of the other departments of the
hospital and pointing out scopes of improvement in the hospital. Hence there is a requirement for
Public Relations department or a communications manager to handle the management and
communication processes in a hospital especially the internal communication as in coordination
with other intra hospital departments and their employees to maintain and sustain the corporate
image of the hospital amongst its target audience, thereby enabling a mutually beneficial
relationship and thus helping to meet up the long term goal of an organization. Thus this research
focuses on the parameters as propounded by Anand and R.C Chakravarthy and Bruning&
Lendinham.

Rationale:
This research is intended to study the aspects of internal communications taking place in Hospitals
of Mumbai which is being carried out by their PR department/corporate communications
department/marketing department or any other communication manager. The main focus of this
study will be to find out how effective is the internal communication activity and has it fulfilled
the mutually beneficial relationship factor as propounded by Broom and Cutlip.
24

Dougall, E. K. (2005). The ecology of public opinion environments and the evolution of
organization-activist relationships: A comparative case study of Australia's major banks,
1981-2001. Unpublished doctoral dissertation, Queensland University of Technology,
Brisbane.

14

Questions:
1.

How do communications department in a hospital manage the process of internal

communication?
2.

Do Public Relations or any similar communications department have an active role in such

a process?
3.

What are the types of internal communication that take place in hospital firms?

15

Chapter 3 Research Design Aim of the study:

This research aims to explore the function of internal communication in hospitals..
Objective of the study:
In this study the researcher will study the step-wise process of internal communication process in
hospitals.
Method
This study was exploratory in nature and used in-depth interview method conducted on 15 city
hospitals. In depth interview are a qualitative research technique. It is a face to face
conversation between a researcher and a respondent with the purpose of exploring issues or topics
in detail. It does not use pre-set questions, but is shaped by a defined set of topics or issues. 25 In
dept-interview methods were used by the researcher to understand find out the existence of
internal communication based upon the answers gathered from the target audience.
Sampling:
For this research the researcher has interviewed 15 selected number of communication
professionals from the hospital firms based in city. For this study the researcher has selected a
specific target audience who fit into the criteria of professionals from the industry with a suitable
designation and minimum 2 years of experience as his target subjects. Hence the researcher has
used purposive sampling and snowball sampling, where purposive sampling involves sampling of
those subjects who can fulfill the specific needs and purpose and also encouraged the concerned
personnel to recommend people involved in the similar work function. While snowball sampling
refers to get a desirable response from one subject and then encouraging the same subject to refer
other subjects belonging to similar groups26.

25

(n.d.). Retrieved May Monday, 2011, from http://www.nice.org.uk/website/glossary/glossary.jsp?alpha=I

26

sampling. (n.d.). Retrieved 3 4, 2011, from http://psychology.ucdavis.edu/sommerb/sommerdemo/sampling/types.htm

16

Limitations:

The researcher is limited to studying within the geographical limits of Mumbai

The researcher is a student of mass media with a specialization of public relations as a

result the researchers understanding of internal communication is varied and limited.

Since there is a time limit to the study, a detailed survey analysis of the people and the

questionnaire is over an extended period of time is not possible.

The time period available to the researcher for the study and analysis in the subject of 3

months
De-limitations:

The researcher decided to limit the study only to fifteen hospitals based in Mumbai city.

The researcher conducted survey only of few Public relations, marketing and brand

managers.
Utility of the research: This research will enable media and PR students to understand the
importance of internal communications in organization and will reflect distinct significance of the
same in hospital organizations. This research will also help hospital organizations to manage the
process of internal communication and realize its importance as a part of its broad spectrum of
quality issues. Alternatively this will also enable them to know more about the functioning of
other similar health care setups in the city.

17

Chapter 4 Findings & ObservationsAccording to the questionnaire survey to find out the objective of internal communication it was
found out that out of 15 hospitals, communication departments of 11 hospitals practice internal
communication in order to achieve employee communication.

While 13 hospitals out of 15 responded that their main objective for internal communication is
related to patient care

18

According to the questionnaire survey it was found out that out of 15 hospitals, Around 53%
hospitals reported that their communication managers (consisting of marketing communication
personnel such as marketing, PR and brand) handle internal communication and generally all
hospitals reported the internal communication being handled by the HR managers to a major
extent.

The researcher discovered that 14 out of 15 hospitals have communication managers reporting to
the higher management while only one responded as autonomously functioning department.

19

As a question it was also asked how many members are there in the team. Thus it was found out
that 53% hospitals have 3 to 4 members in their team handling internal communication activity
while 34% have reported 1 individual member as sole manager and13% had reported to have more
than 5 members in their department who are into internal communication.
As a part of this question a sub question was asked concerning their roles in the department and it
was found out that 38% of the hospitals had team members handling internal communication
along with 24% reported to have team members handling other functions like general PR and 28%
reported to have employees marketing.

20

Out of 15 hospitals 22% respondents reported to have used in house magazines and internal
communication network and as well as staff meetings as a tool of internal communication. While
7% also responded to conduct regular seminars for employees and patients and 9% have started
using Facebook as another tool of internal communication.

Out of total Hospitals surveyed it was found out that 80 % hospitals encourage feedbacks from
employees and patient alike. While 20% did not report if they encourage feedbacks directly or not.

21

Out of total hospitals 67% managers responded that they are welcome to any changes in their
functioning while rest 33% did not respond for application of any suggestion and changes in their
work function.

22

Chapter 5 ConclusionAfter reviewing the findings the researcher concluded that patient related communication is
handled as per the parameters defined by Anand Charkabarty but, according to theories of
employee communication propounded by Lendingham & Bruning and as well as Public relations
theory by Dozier & Grunig, internal communication should be also handled by public relations
department as internal employee communication is vital function of public relations especially in
the domains of reputation management and employee motivation and mainly employee feedback.
However, the researcher noted that HR dept is majorly taking care of employee communication in
almost all the surveyed hospitals. It was also found that many communication managers are
handling the above mentioned functions, though informally. There is a conflict between the HR
and PRs role, as who will manage the complete function of internal communication. The
researcher concludes that the field of public relations is yet to develop in terms of managing the
process of internal communication especially in hospital sectors.

23

Chapter 6 Future Scope of ResearchThe future scope of this research is as follows:1.

This research can be carried out in other metros of the country.

2.

Further domains of internal communication such as internal branding and internal

communication audit can be studied.

3.

Internal crisis management can be another domain of internal communication management

in hospitals relating to patient care communication, which could be studied.

24

BibliographyBooks, research papers, articles on Public Relations that were used throughout the research.

1.

(n.d.). Retrieved 10 9, 2010, from Cygnus India:

www.cygnusinsia.com/pdfs/Hospital%20industry%20insight_toc.pdf
2.

(n.d.). Retrieved 9 4, 2010, from Medterms:

www.medterms.com/script/main/art.asp?articlekey=8390
3.

(n.d.). Retrieved 12 10, 2010, from Institue of PR:

http://www.instituteforpr.org/files/uploads/White_Vanc_Stafford.pdf
4.

(n.d.). Retrieved 12 11, 2010, from

http://findarticles.com/p/articles/mi_gGENH/is_20050229/ai_2699003385/
5.

Dozier, J. G. Excellent Public Relations and effective organizations. In Excellent Public

Relations and effective organizations: a study of Public Relations (p. 653).

6.

Haynes, J. (2003, December 30). How to Organize the Public Relations Function. (PRSA)

Retrieved 12 30, 2010, from praccreditation:

//www.praccreditation.org/secure/documents/coachHO24.PDF
7.

Hospital Management. (n.d.). Retrieved 10 11, 2010, from Scribed:

http://www.scribd.com/doc/10054257/Hospital-Management-Dr-Bashaar
8.

Tench, L. Y. (n.d.). Exploring Public Relations.

9.

uwaterloo. (n.d.). Retrieved 12 4, 2010, from artsweb:

http://artsweb.uwaterloo.ca/~ljcurtis/ECON%20456%20-%20Group%201%20%20The%20Internal%20Organization%20of%20Hospitals.pdf
10.

Anand RC, Chakravarti A, Public relations in hospital. Health Popul Perspect Issues. 1981

Oct-Dec;4(4):252-9.PMID: 10257915 [PubMed - indexed for MEDLINE]

25

11.

Scott M. Cutlip/ Allen H. Center/ Glen M. Broom, "Effective Public Relations," 7th Ed.,

Prentice-Hall, Inc. A Simon and Schuster Company, Englewood Cliffs, N.J. 07632, 1994, Figure
10-1

12.

Exploring Media Relations ,Dimensions in South Korea, Journalism and Mass

Communication Quarterly, Vol. 81 n. 2, pp. 292-306.

13.

Dozier, J. G. Excellent Public Relations and effective organizations. In Excellent Public

Relations and effective organizations: a study of Public Relations (p. 653).

14.

(n.d.). Retrieved 12 10, 2010, from Institue of PR:

http://www.instituteforpr.org/files/uploads/White_Vanc_Stafford.pdf
15.

Gronstedt, A. (2000). The customer century: Lessons from world-class companies in

integrated marketing communication. New York: Routledge.

16.

Kruckeberg, D. (2000). Public relations: Toward a global professionalism. In J.A.

Ledingham & S.D. Bruning (Eds.) Public Relations as Relationship Management, Erlbaum
Associates: Mahwah, NJ.

17.

Thomlinson, T. D. (2000). An interpersonal primer with implications for public relations.

In J. A. Ledingham & S. D. Brunings (Eds.) Public relations as relationship management

18.

(pp.177-203). Mahwah, NJ: Erlbaum Associates.

19.

Toth, E. L. (2000). From personal influence to interpersonal influence: A model for

relationship management. In J. A. Ledingham & S. D. Brunings (Eds.) Public relations as

20.

relationship management (pp. 205-219). Mahwah, NJ: Erlbaum Associates.

21.

Mller K. and Rajala A. (1999), Organizing marketing in an industrial high-tech firms:

The role of internal marketing relationships, Industrial marketing management, Vol 28, No 5,
pp.521535.
26

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27

List of Respondents1.

Mrs Nisha Bhise, Asst Manager Pr & Corp Comm, Hirandani Hospital

2.

Mr. faridh, Marketing manager, Kohinoor Hospital

3.

Ms. Jahnvi, Marketing Manager, Aditya Jyot eye hospital

4.

Mr. Parag Dhurke, PR Communication, Fortis Hospitals Mumbai

5.

Mr. Jaffery, Manager PRO, Tata Memorial Hospital

6.

Dr. Bindu, Brand Manager, Seven Hills Hospital

7.

Dr. M. S gavde, Medical Superitendent, Cooper Hopsital

8.

Mrs. Urmila Nabar, Manager Marketing & PR, Nanavati Hopsital

9.

Mrs. Sandhya Jurum, PR & Corp Comm, Jaslok hospital

10.

Mrs. Anjali, PR Head, Lilavati hospital

11.

Mrs. Neha, Corp comm., Reliance hospital

12.

Mr. V. Gupta, Marketing Head, Hinduja Hospital

28

AnnexureValue Sheet

Hospital Name
Hiranandani
Kohinoor
Aditya Jyot
Lilavati
Hinduja
Seven Hills
Tata Memorial
Reliance
Fortis Mulund
Fortis Mahim
Fortis Vashi
Fortis kalian
Cooper
Jaslok
Nanavati

numerical
value
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15

Questions

Variable

Answer

number
variable

1. Do you have any

objective of internal
communication? if
yes what are they?

objcom

2. Which department
manages the internal
communication?
What is the
frequency of
coordination in such
a case?

employee
communication and
awareness
Patient care

1
2

managedept

Hr & management
PR
Marketing

1
2
3

29

3. Where does your

department fall in
the hierarchy of your
organization? How
many members are
there in this
department? What is
their role in the
internal
communication?
Members

Hierarchy

Role

4. What are the

different tools and
techniques do you
use for internal
communication?

5. Do you encourage
feedbacks of any
communication done
by you with other
departments? If yes
then how?

toolsntech

Reporting to
management
management
1 member
2 member
3 to 5 member
more than 5
Marketing & Brand
PR

internal communication 3
Intranet mail
events
Seminars
Facebook
Meetings

1
2
3
4
5

In house Newsletters
and magazines

Feedbacks
Yes
no

6. Would you suggest

any changes in the
way you currently do
internal
communication?

Changes

1
2
1
2
3
4
1
2

Ready but uncertain

1
2

1
30

Analysis Sheet

2
2
2
2
2
2
2
2
2
2
2
2
2
0
0

10
10
10
10
10
10
10
10
10
10
10
10
02
10
10

Hierarchy

3
3
3
0
0
3
0
0
3
3
3
3
0
0
0

2
2
2
2
2
2
0
0
0

2
2

14 1
1 14

managedept

1
1
0
1
1
1
1
1
1
1
1
1
0
0
13 15
2

Questions objcom
Hospitals
serial
number
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
11
3

1
1
1
1
1
1
1
1
1
1
1
1
1
1
1

Total count
remaining

1
0
1
1
1
1
1
0
1
1
1
1
0
0
0

Changes

1
1
1
1
1
1
1
1
1
1
1
1
1
1
1

Toolsntech

23
23
3
20
23
0
20
20
23
23
23
23
03
03
03

15

10
5

Role

00
00
01
00
01
01
41
00
01
01
01
01
40
00
00

10 11
54

Role

03
03
10
10
03
03
00
10
03
3
03
03
00
10
10

28
13 7

Members

58
10 7

31

Analysis

Hierarchy

Marketing

Number of MembeRole of members

Manage
ment of
internal
communi
cation

1 me

employee
communic
ation
11

Reporting 14

General Pu 10

More

3 to 4

Internal co 11

15

HR &
other
manage
ment

2 me

Autonomo 1

Marketing

PR manage 9

employee
communic
ation not
reported 3

Patient
care
communic
ation
13
Patient
care
communic
ation not
reported 2

Feedbacks
Encourag
e
feedback
s from
employe
es
Did not
report
any
feedback
related
informati
on

12 Yes

10

Suggestion to improvement

3 No

32