THE
ESSENTIAL ROLE OF PUBLIC RELATIONS IN CHANGE MANAGEMENT IN ENUGU STATE
CHAPTER I
1.0 INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Change denotes the transition that occurs when something goes from
being the same to being different. For example, water in the liquid state is
not the same as water in the frozen state. At some point, it underwent a
transition and became different. Change involves the introduction of new
procedures, people or ways of working which have a direct impact on the various
stakeholders within an organization. It entails moving from one state to another,
specifically, from the problem state to the solved state in a planned, orderly
fashion. However, as the 21st century is preoccupied with the concept of
change; the role of communication in actualizing change is gradually dawning on
organizations.
At the heart of change management lie the change problems – the
organized process for getting from the current state to be left behind and the
future state to be realized. The change problem might be large or small in
scope and scale, and it might focus on individuals or groups, on one or more
divisions or departments, the entire organization, or on one or more aspects of
the organization’s environment. Uncertainty and fear of the unknown are common
factors for resistance during change – employees do not always understand why
change is occurring and tend to be wary of moving away from the old. This is
where communication proves invaluable because people seem to move along the
change adaptability curve faster if they know what is happening to them.
One of the critical areas of successful change management therefore, is
communication, which involves consulting with stakeholders throughout the
change process, Communication is highly sensitive and crucial in building
trust, maintaining loyalty and productivity, and ensuring the cooperation and
support required to successfully implement the change. Strategic communication
is “a deliberate and planned approach to all communication activities, both for
internal and external audiences” (Sue, 2005:2). It is essential as it impacts
on the success of change. Strategic planning provides a mechanism for ensuring
that the right decisions are being made, and for the right reasons. Strategic
communication plan enables an organization to be proactive and be prepared for
any communication challenge or opportunities, which may arise from the
introduction of change.
Communicating change intent once by memo, therefore, is never enough,
it includes allowing time and resources for the transition itself – that in
–between stage when people involved are letting go of the old and embracing the
new. The ability to effectively and consistently keep an organization
top-of-mind and visible to all stakeholders is a critical component of success.
One aspect of business that is constant is that business processes will
constantly change as technology opportunities evolve. However, introducing new
technologies to advance business goals is usually unsettling, understanding and
acting upon inherent pitfalls in the process through communication can make the
process empowering.
Public relations help an organization and its public adapt mutually to
each other. Often, it is a term used to describe both, a way of looking at an
organization’s performance and a program of activities. Public relations
function takes many forms in different organizations, including public
information, investor relations, public affairs, corporate communications,
employee relations, marketing or product publicity, and consumer service or
customer relations.
Basic to all public relations, however, is communicating. Well-planned,
effectively handled communications are increasingly seen as essential to the
success and even existence of organizations in today’s changing world. Every
organization-government, business, labour, professional trade, health,
cultural, financial, recreational, educational and public service-depends on
people. Their attitudes, attention, understanding, and motivation can be
critical to the success or failure of an organization or idea.
Public relations, at its best, not only tells an organization’s “story”
to its publics, but also helps shape the organization and the way it performs.
Through research, measurement and evaluation, public relations professionals
determine the concerns and expectations of the organization’s publics and
explain them to management. A responsible and effective public relations
program is based on the understanding and support of its publics.
1.2 STATEMENT OF PROBLEM
Effective organization is structured around two types of management
agendas. The ‘sustaining agenda’ which includes ongoing operational activities
related to programme delivery, human resources, finance and corporate services,
and this occupies about 90 per cent of an organization’s time and resources.
The other agenda which occupies the remaining 10 per cent of time and resources
is the “change agenda’. It includes activities designed to transform or
innovate the way business is accomplished by improving or changing elements of
the sustaining agenda. Crucial to those two agenda is Communication.
Communication ensures the cooperation and support required to
successfully manage an organization and implement its change agenda. Our daily
lives, are inundated with information. However, the world is moving beyond the
information age(in terms of data, facts) into the knowledge age (in terms of
comprehension, expertise, technical know-how). The information age is well
immersed and what is really needed is a way to sift and sort this information,
a way to gauge what is useful and what is not. Effective change management
occurs only if a change initiative is properly communicated to all and sundry
among other things, using the right communication strategies.
1.3 RESEARCH QUESTIONS
(a) To what extent could Public Relations be regarded as an organ in
charge management within Organization?
(b) How will Public Relations
Practices employed by an Organization help in managing change?
(c) To what extent will communication strategy employed by an
organization bring about management change?
(d) How will strategic communication affect organizational change
management?
1.4 SIGNIFICANCE OF STUDY
The study among other things will justify the essential role of public
relations in change management, as well as highlight the various communication
strategies that could be used during change intent. It will also serve as a
basis for future researchers who would like to explore similar subject, as well
as a reference point for those willing to equip themselves with the knowledge
the finding of the study will eventually generate and for the benefit of the
organization concerned.
1.5 PURPOSE OF STUDY
Change is inevitable in any social set up or organization yet most
people and organizations detest it like leprosy. What will be the focus of this
study therefore is how communication and public relations practices could be
used in managing change.
1.6 SCOPE OF STUDY
The study is delimited to the employees of the organizations under
study. Consequently, data are collected from the members of staff of Enugu
branches of the organizations.
1.7 FIRST BANK OF NIGERIA PLC.
Since the establishment of First Bank of Nigeria Plc. In 1894, the Bank
has consistently met growing market demands for financial services through a
process of Continuous reinvention. Its current customer centered architecture
combines service delivery through the traditional branch outlet with ease of
the automated delivery channel to create a customer service experience that is
strong choice, convenience and mass customization.
Since its establishment, the Bank has been strategic to the well being
and growth of the Nigeria economy. Consequently, it has remained the most
portable banking franchise in Nigeria, with group profit after tax of NGN 36.54
billon in the financial year ended March 31, 2007. Under pinning this success
is the Bank’s strategy, with its focus on the two critical imperatives of
modernization and growth.
With 453 business locations as at March 31, 2007 the Bank has one of
the largest domestic sales net works in Nigeria, all online in real time. As a
market leader in the financial services sector, First Bank pioneered
initiatives in international money transfer, master card, inters witch and ATM
consortium. It is the industry leader in terms of value and volume of ATM
transactions in the country.
1.7.1 WEMA BANK PLC.
Wema Bank Plc was incorporated in May 1945 as a private limited
liability company and commenced business operations as a commercial bank in the
same year. The Bank was converted to a public limited liability company in
April 1987 and was subsequently listed on the floor of the Nigeria stock
exchange in January 1990. On February 5, 2001, the Central Bank Of Nigeria
granted a Universal banking License to the Bank, thus allowing the Bank to
undertake a wide range if financial services to its numerous customers across
the country.
The Bank has witnessed tremendous growth and development in branch
network, quality of service delivery and overall financial performance in the
last two decades. It embarked on a process of cooperate transformation that has
resulted in the emergence of a restructured Wema Bank Plc, strategically
positioned to fully optimize opportunities in the industry. Wema Bank Plc is
adequately capitalized, shareholders’ funds is in excess of N25 billion and
asset base is N165 billion. Presently, Odu’ a Investment Company Limited holds
10% equity stake in the Bank, while private individual investors and staff of
the Bank own the remaining 90%. The authorized share capital of the Bank is N7,
000,000,000.00 divided into 14,000,000,000.00 ordinary share of 50kobo each.
With banking operations spanning sixty-two years, Wema Bank Plc is
reputed to be the longest surviving indigenous bank in Nigeria. Wema Bank Plc
is a customer-focused bank. We take delight in learning the intricacies of our
customers business and preferences, thus the byline “taking you to greater
heights”.
1.7.2 PRODUCTS AND SERVICES
Corporate Finance
Corporate finance packages include:
Capital Market operations
Mergers and acquisitions
Capital Restructuring
Venture Capital
Project Finance
Investment services/Advisory
Portfolio Management
These products are available to customers and non- customers of the
Bank alike. The guiding philosophy is to proffer value-adding solutions to
“customers” debt/equity management problems.
Commercial Banking
The Commercial Banking department manages the relationships of middle
level companies, small businesses and trading clients. The department, which is situated at the head
Office, has the following sectors under it.
Key Distributorship Schemes- Guinness Nigeria Plc, Nigerian Breweries,
Flour Mills Plc. Etc. Wema Bank Plc was officially approved in September 2003
by Guinness Nigeria Plc to participate in the key distributorship scheme along
with six other banks. Apart from Guinness Nigeria Plc, credit facilities are
also granted to key distributors of other producing companies in Nigeria e.g.
Nigeria breweries Plc and Flour Mills Plc.
Agricultural Services- the sector is one of the real sectors of the
economy. The bold step of the present civilian government has brought about a
great boost in agricultural production in the country. The sector has in its
agric portfolio, various companies in the areas of fish farming, animal
production, cash crop production etc.
SMIES – The sector identifies investment opportunities and, deal flow/
screening and investment structuring
PUBLIC SECTOR
The Public sector Group provides a one-stop market for customers and
prospects in the three tiers of Government, Parastatals, Commissions and Institutions
of higher learning. It provides the following services.
Current Account Plus overdraft Facility (Capof) – designed for Local
Government Councils to assist them in bridging the gap between payment of
salaries and receipt of their monthly statutory allocation.
Higher Institutions Funding Account (Hifa) – designed for higher
institutions of learning to facilitate the completion process of capital
projects pending the receipts of its grant.
Revenue Collection Services
Federal Inland revenue Services Collection:
1. Value Added Tax
Company Income Tax
Capital Gain Tax
Stamp duty
Withholding Tax
Personal Income Tax
Pre-operational Tax
Petroleum Taxes
International Taxes – Payment via Swift instruction.
State Revenue Collection
1. Lagos States Taxes – payable Bank wide
2. Ogun State Taxes – payable Bank wide
3. Lagos Water Revenue – All Lagos Branches
4. Lagos Waste Collection
Customs Duty payment
All branches nationwide collect on behalf of the Federal Government of
Nigeria, NITEL and NEPA Bills as well as sell forms of institutions of learning
and professional bodies.
Relationship management.
Provision and administration of Bonds and Guarantees
Provision and administration of loans and advances
RETAIL BANKING
Retail banking department is a group saddled with the responsibility of
abridging the financial needs of the lower and the middle classes of the
economy by making available financial supports for the creation of retail based
risk assets and liabilities with the ceiling amount of not more that N20million
turnover in six months. Retail Banking issues, amends and pays on performance
bonds given by one party to another against loss or violation of the contract.
This may be used to support a customer’s promise to deliver goods or guarantee
obligation to complete a project.
Overdraft Facility - This facility is structured to augment
customer’s working capital by bridging
the gap that may arise as a result of the cash inflow and outflow.
Leases – This is a facility that allows customers to acquire assets like
equipment, plant and machinery while repayment is structured to allow payment
of monthly rentals without undue pressure on the customer’s incomes
Term Loan – This facility has longer tenor than overdraft. It is used
to meet long term business needs such as business expansion and procurement of
large plants.
Import Finance- This is a facility type that enjoys flexibility of
options. Wema Bank introduces options that meet the need of their customers in
relation to cost-effectiveness. These options include standby letter of credit
and collection obligations, bankers’ acceptance etc.
Export finance – Wema Bank extends facilities to their customers to
meet international transactions at various stages; from production to shipping
of the goods to buyers and collection of the proceeds.
INSTITUTIONAL BANKING
Institutional Banking activities are specifically structured to provide
excellent services to multinationals and corporate clients. In adding to
quality services, it place premium on mutual business relationship built around
in-depth understanding of client’s business so as to tailor products and
efficient services to meet their precise business needs. Businesses are
segregated into groups and products are packaged to take care of financial
needs. The Directorate provides first class financial services and advice to
the following clients:
Conglomerates & Multinationals.
Corporate institutions
Energy Companies
Telecomms Operators
TRADE FINANCE
The department relates with the Pre-Shipment Inspection Agents, Nigerian
Customs and other relevant authorities in the processing of import documents
such as
Approved Form ‘M’
Original Final Attested invoice
Bill History
Bill of Exchange
Bill of Lading
Exchange Control Documents i.e. customs clearing documents
Clean Report of Inspection (CRI) and Customs Duty Receipts.
Customer’s Authority to pay.
Documentary Credits:
Establishment of Letters of Credit such as:
Irrevocable Clean Confirmed Letter of Credit
Irrevocable Cash Confirmed Letter of Credit
Irrevocable Unconfirmed Letter of Credit
Discounting Letter of Credit Facility
Invisible Trade Transactions:
Business & Personal Travel Allowance
Subscriptions, School Fees & Maintenance Allowance
Dividend & Royalties Payment
Medical Expenses
Technical services Agreement
Management Fees
Capital importation/Repatriation
Personal Home Remittance
Foreign Cheque Clearing
Collection of Funds Overseas
Export Services & Domiciliary Accounts
Maintenance of Domiciliary accounts both in cash and inflow basis
Processing of N & P forms for Exportation business.
TREASURY
Wema Bank treasury department specializes in placement and deposits of
funds amongst banks usually dominated in local currency – Naira and foreign
currencies. Treasury department also specializes in the management of accounts of
other financial institutions.
Wema Open Plan Account (Wopa)
. Share Acquisition Savings Account (SASA)
. Artisan/Apprentice Savings Account (ASSA)
. Marital Savings Account (MASA)
. XMAS/Sallah Savings Account (XSSA)
. Pilgrimage Savings Account (PISA)
. Household Appliances Target Savings Account (HATSA)
. Save and Grow Education Savings account (SAGESA)
. Retirement Savings Account (RESSA)
. Home Ownership Savings Account (HOSA)
. Vacation Savings Account (VASA)
WAAS
Wema Assets Acquisition Scheme was introduced to ease the financial
burden of customers and non-customers alike wanting to acquire various assets
and house hold equipments. The product is targeted primary at salary earners
wanting to acquire personal assets like cars, satellite dish, gas cookers,
personal computers, refrigerators, washing machines, air-conditioner,
generating set, electronics, deep freezers etc.
Wema Inland Funds Transfer – for easy local money transfer. Wema inland
Transfer (WIFT) is for both account and non-account holders
Western Union money transfer – Foreign currency is received by
customers from any part of the world in a reliable, fast and efficient manner.
Money sent to Nigerian from any part of the world can conveniently be cashed at
any of the branches nationwide. This service made possible by Western Union
enables millions of people all over the world to remit money to their friends,
relatives and family.
CHAPTER II
2.0 LITERATURE
REVIEW
2.1 ORGANIZATIONAL CHANGE
As the 21st century is being preoccupied by the concept of change, the
role of communication in actualizing change is gradually making an impact on
organizations. Knowledge Management has become a corporate buzzword and
“Keeping employees in the know” is now key to organizational survival, let alone
growth. Peter Drucker (2002:5) goes so far to declare, “The knowledge worker is
the single greatest asset to an organization”. Communication is highly
sensitive and crucial in building trust, maintaining loyalty and productivity.
Change entails moving from one state to another, specifically, from the
problem state to the solved state in a planned, orderly fashion. Kitchen
(2001:2) defined organizational change as the:
Realization of new procedures or technologies intended to
realign an organization with the changing demands of its
business environment, or to capitalize on business
opportunities.
Jick (1993) opined that change in its broadest sense is a planned or
unplanned response to pressures and forces, in particular technological,
economic, social, regulatory, political and competitive forces. The key to
successful change implementation therefore lies in understanding the potential
impacts of a change initiative on the stakeholders.
2.1.1. ORGANIZATIONAL CHANGE AND CHANGE MANAGEMENT
Organizational change is the realization of new procedures or
technologies intended to realign an organization with the changing demands of
its business environment, or to capitalize on business opportunities. (Phillip,
2001). Change involves the introduction of new procedures, peoples or ways of
working which have a direct impact on the various stakeholders within an
organization. The key to successful change implementation lies in understanding
the potential impacts of a change initiative on the stakeholders – will employees
be scared, resistant, pessimistic or enthusiastic about the proposed change?
How can each possible reaction be anticipated and managed?
Change management on the other hand, entails thoughtful planning and
sensitive implementation, and above all, consultation with, and involvement of,
the people affected by the changes. It ensures that change is realistic,
achievable, measurable, and time bound. Embarking on organizational change
requires asking: what do we want to achieve with this change, why and how would
we know that the change has been achieved?
Who will be affected by the change, and how will they react to it? How
much of this change can we achieve ourselves, and what parts of the change do
we need help with?
2.2 TYPES OF CHANGE
Armstrong, (1999) and Rowland (2003) identified three main, contrasting
models from Lewin, Beer and Shaw.
Lewin’s model
This model considers that change involves a move from one static state
via a state of activity to another static status quo. Lewin specifically
considers a three-stage process of managing change: unfreezing, changing and
re-freezing. The first stage involves creating a level of dissatisfaction with
the status quo, which creates conditions for change to be implemented. The
second stage requires organizing and mobilizing the resources required to bring
about the change. The third stage involves embedding the new ways of working
into the organization.
Beer’s model
Beer and colleagues advocate a model that recognizes that change is
more complex and therefore requires a more complex, albeit still uniform set of
responses to ensure its effectiveness. They prescribe a six-step process to
achieve effective change.
They concentrate on “task alignment’, whereby employees’ roles,
responsibilities and relationships are seen as key to bring about situations
that enforce changed ways of thinking, attitudes and behaving. Their stages
are:
Mobilize commitment to change through joint diagnosis.
Develop a shared vision of how to organize.
Foster consensus, competence and commitment to share vision.
Spread the word about the change
Institutionalize the change through formal policies.
Monitor and adjust as needed.
Shaw’s model
This model looks at change in a different form. Change is seen as both
complex and also evolutionary. The starting point for their (and a number of
other more recent models) model is that the environment of an organization is
not in equilibrium. As such the change mechanisms within organizations tend to
be ‘messy’ and to a cretin extent operate in reverse to the way outlined by
Lewin. It is not appropriate to consider the status quo as an appropriate
starting point, given that organizations are not static entities. Rather the
forces for change are already inherent in the system and emerge as the system
adapts to its environment.
Such different models will have implications on the way organizations
and their leaders view change, the way they mange change and the effectiveness
of any change initiative.
Ackerman (1997) distinguished between four types of change:
Developmental Change – may be a planned or emergent change. It is a
change that enhances or corrects existing aspects of an organization, often
focusing on the improvement of a skill or process.
Transitional change – seek to achieve a known desired state that is
different from the existing one. It requires a shift in assumptions made by the
organization and its members.
Transformational Change – requires new ways of thinking and behaving
that differ significantly in terms of structure, processes, culture and
strategy. It may, therefore result in the creation of an organization that
operates in developmental mode – one that continuously learns, adapts and
improves.
Incremental Change – is limited in scope, and happens within normal
expectations, and is often reversible. It does not disrupt past patterns but
rather an extension of the past.
Nature of problem, however, determines the type of change to be
adopted.
2.2 CHANGE PROCESS
The pace of change is ever increasing – particularly with the advent of
the Internet and the rapid deployment of new technologies, new ways of doing
business and new ways of conducting one’s life. Communicating change intent
therefore, once by memo is never enough.
It includes allowing time and resources for the transition itself – that
in-between stage when people who are in the process are letting go of the old
and embracing the new. Workshops focused on understanding the impact of change
can help with this. This is a significant component of the preparation
strategy. The change processes include strategies for identification of change
agents from within the organization as leaders for the change, identification
of those people who may be unwilling to accept or support the changes and how
to work with these processes and other strategies.
During times of change, uncertainty and fears of the unknown is a
common factor for resistance – employees do not always understand why change is
occurring and tend to be wary of moving away from the old. This is where
communication proves invaluable because people seem to move along the change
adaptability curve faster if they know what is happening to them. As Charles
Darwin said: “It’s not the strongest species that survive, nor the most
intelligent, but the most responsive to change”.
The ability to effectively and consistently keep an organization top –
of mind and visible to all stakeholders – internal and external publics – is a
critical component of success. Change process according to Carnal (1999)
involves the following:
Preparing for Change – This is the stage of inspiring people to move,
making objectives real and relevant, and identifying need for change. The stage
often requires a Change Management Team, either from within the organization or
an external consultancy. The initial task of the Change Management Team will be
to conduct an audit of the existing business practices that require change with
a view to establishing the gap between the organization’s current status and
where it aims to be.
Change Management Plan – the change management plan is a concise
document that states the reason and scope for change, implementation and
success measurement. The plan outlines the individual activities that will
enable the change; states who is responsible for each activity and the deadline
by which each activity will be completed. For organizational change that
entails new actions, objectives and processes for a group or team of people,
planning includes achieving understanding, involvement, setting measurable
aims, actions and commitment.
Communication – Communication as noted by carnall really starts the
change process and is one of the critical areas of successful change
management. It ensures the cooperation and support required to successfully
implement the change. Internal communication tools available to the change
Management Team include, staff briefings, workshops, e-mails and the
organization’s intranet.
Evaluation – Measuring the impact of change activities determines
whether additional change is required or highlights how well the implemented
change management strategy, recorded both successes and failures. This
knowledge helps to ensure that future change management activities are built on
the successes recorded. Some useful measures of change includes: Increased efficiency; Increased effectiveness;
Increased profitability; Greater market share; Level of take up of new
processes; Improved compliance with new regulations.
2.3 STRATEGIC COMMUNICATION
Successful change requires time to plan every fact of the communication
of the change project especially the people strategy. Communication addresses
two main needs in change management – providing important information to those
who need in change management – providing important information to those who
need to know it, and conveying change messages to affect the attitude and
behavior of various populations concerned.
Organizational Change Management seeks to understand the sentiments of
the target population and work with them to promote efficient delivery of the
change and enthusiastic support for its results. Therefore, in planning change,
implementing it as well as preparing the people for the changes that is about
to happen, communication is the number one issue. This seems like a statement
of the blinding obvious yet communication is still reported ‘as the major
problem in implementing change’ (KPMG 1998).
Successful change implementation takes the time to plan every facet of
the change project especially the people strategy and starts with the following
threshold questions without which a change cannot be successfully implemented:
Why are we doing this?
Why now? What if we do not do this now?
What is our destination? Precisely.
How will we get there?
What is in it for our people? How will the gains outweigh the losses?
How will we bring our people along with us?
How will we consolidate the changes?
In the words of Dr Adenekan, the corporate relations Manager of First
Bank Of Nigeria Plc.
Strategic communication provides a conceptual umbrella
that enables organizations to integrate disparate messaging
efforts. It allows creation and distribution of
communications that, while different in style and purpose,
have an inner coherence. This consistency can, in some
instances, foster an echo chamber that reinforces the
organizational message and brand. At minimum, it prevents
contradictory, confusing messaging to different groups
across all media platforms.
Strategic communications also means using corporate or
institutional communications to create, strengthen or
preserve, among key audiences, opinion favourable to the
attainment of
institutional/corporate goals.
Going further, strategic communication is the foundation of a solid
communications plan which enables an organization to be proactive and be
prepared for any communications challenge or opportunities, which may arise
from change introduction. A strategic
approach to all communication activities, both for internal and external
audiences, is essential and positively impact on the “bottom line” – the success
of the change. Being ‘strategic’ in communication according to Clampitt and
Berk(1991) is based on four levels of planning:
Contextual Analysis – There is need to understand the contextual field
in which a change is to be assimilated. The background knowledge about the
organization serves as a base for understanding how the change might be
perceived. The contextual analysis is an attempt to anticipate possible
resistance. The following questions are used to guide the discussion of the
contextual issues:
Is the change matching with the culture? (Changes seen as an extension
of the culture are more likely to be embraced).
Is the change seen as non-complex and manageable? (More complex changes
are often resisted, however)
Is the change seen as advantageous over past practices? (Employees may feel
that any change is an indictment of their past work practices).
Audience Analysis – The fundamental principle of audience analysis is
based on individual perception – what is persuasive to one person may not be
persuasive to another. The objective at this point is to isolate key groups of
employees that may be directly and indirectly impacted by the change. For
example failure to plan the communication to the ‘survivors’ of a downsizing
may create deep fears about their future, that in turn, decrease their
effectiveness.
With audience analysis a communication strategy is firstly designed for
all employees and, a unique communication strategy for special groups secondly.
After identifying the key groups, four critical questions on which premise
communications would be based need to be answered:
How will each group be impacted by the change?
What are the groups’ most likely points of resistance?
What are the communication preferences of each group? (Electronic mail
may be a proper delivery system for younger employees but older employees may
not feel as comfortable with that channel)
Who are the ‘lions’ (Often, viability of change rest on the reactions
of key opinion leaders? Therefore, it may be important to look at the
individual persuasive preferences of the those key individual that will, in
turn, influence other)
Strategic Design – The contextual and audience analysis leads to the
development of a strategy. Three key principles underline the strategic plan:
Persuading employees – This is a
process and means that one message will not be enough but rather it takes many
communicative acts to get employees to ‘buy in’ to change. Suffice it to say
that different employees and groups may be experiencing various emotions at
various times during the change process.
Communication resources – in order for change to be sustained, the
following three questions must be affirmatively answered:
Is there a need for the change?
Is the change the remedy for the concern?
Has significant disadvantage to the plan been resolved?
Choices therefore need to be made what issues to emphasize. For
instance, moving into a new office building – if most employees are already
convinced that a new office building is needed, it makes little sense to
provide detailed analysis of the rationale for the construction. Instead, the
focus of the strategy should be on how the remedy meets the corporate needs.
Allocating resources according to the audience analysis – Specific
communicative objectives that apply to all the employees as well
as unique ones for specific groups must be developed.
Tactics - The tactics are the ‘how to’. There are five areas to
consider in developing tactics.
Channels – This is the means be which the change is communicated to
employees. It is better to use multiple channels because it increases the
probability that the employees will hear about the change. Announcing changes
via electronic mail where only about half of the organization workforce have PC
s in their offices would not be effective. Face-to-face meetings allow for
rapid feedback and quick adaptation to employee concerns.
Message – Messages should be lined to the audience’s pre-existing
thinking routines while the upside and downside of the change should also be
discussed. Downside discussion allows for employee input.
Safety Valves – No matter how persuasively change has been advocated,
employees will usually have some doubts. It is therefore, important to include
safety valves for employees to express their concerns.
Timing – the stages of employee reactions can provide a rough guide to
timing. A frequent timing mistake is to make announcement to employees without
building in time actively to proactively solicit workers concerns about the
change in a supportive environment.
Who – Who communicates something may be as important as what they say.
Therefore, there is need to carefully select who will announce changes.
Monitor – During time of change, a lot can be learnt about an
organization. As change is monitored, other ideas to continuously improve the
communication strategy for future use can be gathered.
Julia Coffman (2004) on another hand, opined strategic communication
implies:
Analyzing Situation – this is an appraisal of the facts about the
change being addressed. The why, what, who, where and how of the change are
adequately treated here. Questions such as why the change?
Why is the change an important issue? What are the messages for the
affected audiences? What effect would the messages have on the organization?
Who are those who would be affected by the change? And, how do we communicate
with the affected audiences?
Setting Organizational goal and key Objectives – A good communications
plan identifies the organization’s ultimate goal? What the organization set to
achieve by embarking on the change. Will the organization be a better place
once the goal is achieved?
Developing Communications Objectives – In developing communications
objective, questions such as why the organization is mounting a communication
campaign? What the organization wants the targets audience to do exactly, are
analyzed.
Defining and understanding the target audience – Identifying the target
audience makes communication better. Knowing audience’s needs hopes, fears,
habits, and attitudes, gives room for a better prepared, more effective,
relevant and meaningful communications. Formal and informal surveys, focus
groups, and comment boxes are few examples of information-gathering methods for
learning about the target audience.
Developing and Refining Clear and Compelling Key Messages – Key
messages meant for the identified target audience should be identified and
delivered as frequently as possible. Key words or phrases which best describe
the need for the change should be established.
Choosing Effective communications Tactics – Depending on organizational
objectives, the target audience, the overall strategy and the budget, examples
of communication tactics are media relations, speaking engagements, events and
promotions. Ideally, a multi-faceted, layered approach utilizing a range of
tactics over a specified period of time is most effective.
Building Multi-Sector relationship and Strategic Alliances – This
involves developing relationships, which enhance extend and leverage the
internal and external communications capacity. It includes seeking partners who
have complementary client databases or who can help open up new markets,
develop relationships that offer ways to establish new or non-traditional
communications channels to the existing target audience. The key is
establishing relationships, which enable the organization to achieve more than
it could on its own.
Timing – Timing refers to setting specific date and time lag for
actualization of the objectives as well as being proactive to issues before,
during and after change.
Spokesperson – This is determining the most credible voice to the key
audiences.
2.4. COMMUNICATING CHANGE STRATEGICALLY
One potential problem of implementing change involves perceptions about
the magnitude of the change – will employees be scared, resistant, pessimistic
or enthusiastic about the proposed change? How can each possible reaction be
anticipated and managed? Embarking on organizational change requires asking:
what do we want to achieve with this change, why and how would the change be
measured? Who will be affected by the change, and how will they react to it?
How much of this change can be achieved, and what parts of the change need help
with?
To communicate strategically, full understanding of what the other
person’s pains are, is of paramount importance in order to intelligently and
strategically communicate how to eliminate the pains. Strategic communicators
focus solely on what matters to the other person. He or she is concerned about
only one thing: how the other can be more successful because of the solutions
the strategic communicator is providing. The first step to strategic
communication therefore, is to learn as much as possible about the other
person’s burning issues.
Reluctance and resistance are direct and predictable responses to the
feeling of loss of control, uncertainty, inconvenience, threat to status;
competence fears etc, are the main reason why people react negatively to
change. It is important to try to diagnose the cause of employee resistance as
this will help determine the focus of effort in trying to reduce/remove the
issue.
CPID (2007) opined that resistance to change can be considered along
various dimension:
Individual versus collective
Passive versus active
Direct versus indirect
Behavioural versus verbal or attitudinal
Minor versus major.
It went further to identify two broad types of resistance:
Resistance to the content of change – for example to a specific change
in technology or to the introduction of a particular reward system.
Resistance to the process of change – This concerns the way a change is
introduced rather than the object of change per se, for example, management
re-structuring jobs, without prior consultation of affected employees.
Management need to be aware of these different criteria to ensure they
respond appropriately. Frequency of an organization’s communication efforts –
how often and from whom – is a significant factor in determining change’s
effectiveness. Organizations have both formal and informal communication
structures.
Recognizing the information avenues of information dissemination
reduces the risk of inaccurate information passing through the organization.
Similarly, there are pitfalls such as one-sided (usually downward)
communication, suppression of information, and intentional distortion. Careful
thought must therefore go into what is to be said, who is to say it and how it
is to be said? Communication should be managed proactively throughout the
change period (Coffman 2004.)
Mullaly (2004:89-91) gave the following as strategic methods of communicating
change:
Face to Face
Words of mouth – Ordinary conversation can be a very effective way of
conveying a message – particularly if it is not seen as a “company message”.
Good rumours spread quickly in an organization. With more specific communication,
talking directly with the people concerned will be the best way to get the
message across and determine the reaction, for example, walking round or
getting people on the phone.
Workshops – A workshop format implies free exchange of ideas and a very
good way of working in a collaborative style.
Training Courses – For the detailed presentation of information to
audiences with specific needs, training course is the most effective. Good
training has an interactive nature, which will allow measurement of the degree
of success.
Events – To reach a mass audience, special events are for where
messages can be presented by management staff and /or identified change agent.
Electronic
E-Mail – Setting up circulation lists for the various populations that
need to receive targeted messages is one way of communicating change messages.
Everyone will want read a message from the Chief Executive.
Web Site – Using the organization’s internal website or creating a
micro-site for the project is a good way to provide detailed information for
those who would be affected by the change. Some form of inducement for people
to visit the site, includes placing it with vital company information. As well
as straightforward information, to encourage participation by providing
interactive features like discussion fora and feedback screens.
Videos – videos can be very dramatic. When the Chief Executive
addresses the entire organization from a well-made video it will create a
strong impact. The main problems, with videos are the time and costs to produce
a good quality show, and the difficulty in getting everyone to watch them.
Streamed Video – Streamed video (a video available through the
organization’s intranet which can be viewed from a PC), has similar
characteristics to a normal video except for the practicalities of getting
people to view.
Hard Copy
Company newspaper/newsletter – General messages can be placed in the
organization’s regular news media. Typically this is used for general awareness
and promoting a good image. A company’s publication can also be useful for
recognition, either for the team or for specific individuals as an incentive
reward or a well-deserved thank-you.
Project’s newsletter – It may be useful to create a change project
newsletter that can be circulated to all interested parties. It would provide
general background, who is who, achievements, information about what is
happening now, future plans, and specific information that people need. It
could also be provided in an electronic format through E-mail or a web site.
Letters – Writing to each individual (particularly if it can be channeled to their home addresses)
is the way most likely to gain their attention – partly because hard copy,
written business messages are so rare these days. The effect is strongest if a senior management staff signs the letter.
Note that internal memos have significantly less impact than letters on headed
stationery.
2.5 CHANGE MANAGEMENT STRATEGY
Fred Nickols (2006) citing Benne and Chin (1997) identified four change
management strategies:
Strategy Description
Empirical-Rational People
are rational and will follow their self-interest-once it is revealed
to them. This strategy is based on persuasion, and assumes that
individuals are rational and as such they will follow their own self-interest
once this is made clear to them. The benefits of a change therefore need to be
highlighted and sold to the individuals as being of personal benefit to them.
Change is based on the communication of information and the proffering of
incentives.
Normative-Re-educative People
are social beings and will adhere to cultural norms and values. This approach
believes that changing the norms, attitudes and values of individuals will lead
to change in their behaviours. (As such this strategy is the reverse of the
model Beer et al propose above.) It is based upon core beliefs, values and
attitudes. So change will occur as individuals change their attitudes and this
leads them to want to behave differently.
Power-Coercive People are
basically compliant and will generally do what they are told or an be made to
do. This strategy is based on the application of power, with the belief that
most people are compliant to those who have greater power. A potential issue
with this process is that once the power is removed, individuals may revert to
previous behaviours.
Environmental – Adaptive People
oppose loss and disruption but they adapt readily to new circumstances. “Change
is based on building a new organization and gradually transferring people from
the old one to the new one”.
Choice of strategy however, is determined by a number of factors, and
according to Fred Nickols (2006), some
of the factors to be considered in selecting a change strategy are as
highlighted below:
“Degree of Resistance – strong resistance argues for a coupling of
power-Coercive and Environmental-Adaptive strategies. Weak resistance or
concurrence argues for a combination of Empirical-Rational and
Normative-Re-educative strategies.
Target Population – Large populations argue for a mix of all four
strategies, something for everyone so to speak.
The Stakes - High stakes argue for a mix of all four strategies. When
the stakes are high, nothing can be left to change.
The Time Frame – short time frames argue for a Power-Coercive strategy.
Longer time frames argue for a mix of Empirical-Rational,
Normative-Re-educative, and Environmental-Adaptive strategies.
Expertise – Having available adequate expertise at making change argues
for some mix of the strategies outlined above. Not having it available argues
for reliance on the power-coercive strategy.
Dependency – This is a classic double-edged sword. If the organization
is dependent on its people, management’s ability to command or demand is
limited. Conversely, if people are dependent upon the organization, their
ability to oppose or resist is limited. (Mutual dependency almost always
signals a requirement for some level of negotiation.)”
2.6 PUBLIC RELATIONS
An organization’s reputation, profitability, and even its continued
existence can depend on the degree to which its targeted “publics” support its
goals and policies. Public relations specialists – also referred to as
communications specialists and media specialists, among other titles –serve as
advocates for business, nonprofit associations, universities, hospitals, and
other organizations, and build and maintain positive relationships with the
public.
In government, public relations specialists – who may be called press
secretaries, information officers, public affairs specialists, or communication
specialists – keep the public informed about the activities of agencies and
officials. As organizations recognize the importance of good public relations
to the success of the organizations, there is increasingly reliance on public
relations specialists for advice on the strategy and policy of such programs.
Public relations specialists handle organizational functions such as
media, community, consumer, industry, and governmental relations; political
campaigns; interest-group representation; conflict mediation, and employee and
investor relations. They do more than “tell the organization’s story”. They
must understand the attitudes and concerns of community, consumer, employee,
and public interest groups and establish and maintain cooperative relationships
with them and with representatives from print and broadcast journalism. Bowman
and Ellis (1969:1) defined public relations as ‘an applied social and
behavioural science which among other things plays these major roles:
Measures, evaluates and interprets the attitudes of various relevant
publics of an organization.
Assists management in definition of objectives for increasing public
understanding and acceptance of the organization’s products, plans, policies,
etc.
Develops, executes and evaluates a programme to earn public
understanding, acceptance and confidence.
This definition of the concept of public relations subsumes goodwill,
understanding, acceptance and public confidence as the fundamental basis for
the survival and progress of any organization. Denny (1979:6) opined that
public relations is:
The management function, which evaluates public attitudes, identifies
the policies and procedures of an organization with the public interest and
executes a programme of action (and communication) to earn public understanding
and acceptance.
Moore and Canfield (1997:5),
Public relations is a social philosophy of management that is expressed
in policies and practices, which, through sensitive interpretation of events
based on two-way communication with its publics strives to ensure mutual
understanding, relationship and goodwill.
Sam Black (1989) perceived public relations as the establishment of a
two-way communication to resolve conflicts of interest by seeking common ground
or area of mutual interest and the establishment of understanding based on
truth, knowledge and full information. To Grunig and Hunt (1984), Public
relations is the management of communication between an organization and its
publics.
A definition that has however gained both universal recognition and
acceptance for its clarity and simplicity over others is the one put forth by
the British Institute of Public relations which defined Public Relations as
“the deliberate, planned and sustained effort to establish and maintain mutual
understanding between and organization and its various public”.
From this definition, it could be inferred that public relations
activities are neither accidental nor haphazard. It is a calculated and
coordinated process, planned carefully overtime and executed systematically.
Today :public Relations is a set of management, supervisory, and technical
functions that foster an organization’s ability to strategically listen to
appreciate, and respond to those persons whose mutually beneficial
relationships with the organization are necessary if it is to achieve its
missions and values:. (
HYPERLINK "http://www.cipd.co.uk"
www.cipd.co.uk
).
Public Relations therefore, is a management function that focuses on
two-way communication and fostering of mutually beneficial relationships
between an organization and its publics. An effective communication, or public
relations plan for an organization is developed to communicate to an audience
(whether internal or external publics) in such a way that the message coincides
with organizational goals and seeks to belafip mutual interests whenever
possible.
2.6.1 PROACTIVE AND REACTIVE PUBLIC RELATHONS
Ajala (1193) defines proactive public relati'ns as that:
“Whibh anahysas the problem before it get out of and apply public
relations tools to avert the crisas whereaq the reactive public relations
concerjs itself with the solution to the crisis at hand”.
Change management is one of t`e special areas of public reladions which
call for management skills bafore, during and after the change prgject. The
professiolalism of a public relations practitioner at each nf these st`ges is
ufquantifia`le.
2.7 POLE OF PUBLIC RELATIONS IN CHANGE M@NAGEMENT
When an obganization embarks on aly new project, or siiply attempts to
change establis`ed processes or procedures, inevita`ly it will enaountEr
resistance from individualc as well as formal groups. This opposition appears
almost immediately, drawing oj the individual or group’s fear of doing
something different.
Resistance ignores the responsibility by the individual or group to
take the time to understand the reasoning or need for the change but when the
reasoning for the project is not made available to individuals and groups, then
a “knee jerk” reaction to protect agendas and self-interests takes place.
Interestingly enough resistance is a normal, and not an abnormal
reaction by human beings. Defensiveness is however the counter productive idea.
Edward Pfahl, (2006), opined that in creating new initiatives and effecting
change, one important piece of the puzzle for the public relations officer is
in putting together a communication effort that will do the following five
things.
Present the right message
Present it to the right people
Present it at the right time
Present it using the right media (method of delivery)
Present it with the right person (who delivers the message)
Presenting the Right Message
Right from the start, a project has to be clearly defined and
understood by the public relations officer him/herself. If a public relations
practitioner is not sure of all aspects of the change, it is unlikely that
employees will join in acceptance? Once a clear vision of the change has been
established, then identification of the different items of detail must be
documented and communicated. The messages that will need to be delivered
throughout the implementation of the project must be mapped to a project’s
timeline. The message can be categorized as follows:
Vision and Benefits – Message that explain the reasoning for the
initiative and exactly what are the identified benefits for all of this effort
by both management and employee. Clearly communicated vision, mission, and
objectives of the change management effort are critical at this stage.
Education – identify key members who must be educated in the capabilities
to support implementation. People should be helped to understand how the
changes would affect them personally. (If not, people will make up their own
stories, usually more negative than the truth.), true communication is a
“conversation”. A two-way and real discussion must result. It cannot be just a
presentation.
Changes to Process – addressing identified changes to existing
organizational processes and procedures. This may require policy and procedure
revisions.
Milestones Achieved – Continuous announcements of project successes
corresponding to implementation objectives.
Training – identification and scheduling of process task change
details, new technical requirement and company expectations.
Impacts to End-users – Management’s identification and actions of
correction to current processes and procedures. This includes key “impacts” to
the organization, as they become known. Not only must these impacts be
identified, but clear action plans to mitigate the impacts must be identified,
implemented and checked for compliance.
Presenting it to the Right People
Presenting the initiative to the
right people, challenges management to identify the specific groups who will be
directly or indirectly affected by the change. Defining these groups aids in the
timing of when information will be communicated to each group in order that a
logical sequence of implementation events can take-place.
Key categories of “right” groups of people are: Board members, Senior
level management, Directors, Middle managers, Supervisors, Union
Representatives, End-users (union and non union members), General public. In
presenting the message to the people, enough time should be provided for people
to ask questions, request clarification, and provide input and answers to
questions only if the answer is known. Leaders destroy their credibility when
incorrect information are provided or appear to stumble or back-peddle, when
providing an answer. It is much better to say ‘I don’t know, but will find out’
than giving incorrect answer.
Presenting Information at the Right Time
Critical to success is the identification of when identified messages
should go out in conjunction with the scheduled deployment of the change or
initiative. It does no one any good to speak of specific training times and
dates in January when the initiative is not scheduled to be finalizes until
November. However, a specific topic can be presented at a high level and
supported with terms like “more precious detail on training dates and times
will be communicated in September” to provide a timeline to the initative.
The public relations officer at this stage acts as a change catalyst by
maintaining open lines of communication and engaging relevant individuals,
business units and external parties throughout the process. It is necessary to
mange people and perceptions, and understand how change affects people, so that
strategies can be tailored to suit your organization’s particular situation.
Presenting Information Using the Right Media
Equally important is choosing the right way to communicate the messages
to the employees. The public relations officer must communicate consistently
and frequency through multiple channels, including speaking, writing, video,
training, focus groups, bulletin boards, Intranets, and more about the change,
all that is known about the changes, as quickly as the information is
available.
Again, the public relations officer must understand if the organization
communicates better by –emails, large group meetings, small group meetings,
one-on-ones, newsletters, or rallies etc.
In most cases it will take a combination of some or all of these to
effectively communicate messages. In most organizations, these types of media
can be ranked or prioritized fairly easily by management bases on previous exposure
to past successes and failures.
Present Message using the Right person
Credibility is the key. The source of the message or information plays
a critical role in whether employees accept quickly the change initiative or
procrastinate based on who is communicating the information. Normally, major
initiatives with sweeping/or broad changes demand s that senior management
layout the reasons for and the benefits of the initiative. This needs to be
followed by support from middle management. Initiatives of a smaller scale that
directly impacted on small segments of employees demand that the leader/manager
closest to the end-user communicates the information directly to the affected
end-users.
Doing the talking alone is bad, the public relations officers must
learn to listen and avoid defensiveness, excuse making, and answers that are
given too quickly. Act with thoughtfulness.
Make leaders and change agents available daily when possible, to mingle
with others in the workplace. Hold interactive workshops and forums in which
all employees can explore the changes together, while learning more. Use
training as a form of interactive communication and as an opportunity for
people to safely explore new behaviours and ideas about change and change
management. All levels of the organization must participate in the same
sessions.
Communication should be proactive. If the rumor mill is already in
action, the organization has waited too long to communicate and provide
opportunities for people to network with each other, both formally and
informally, to share ideas about change and management.
Publicly review the measurements that are in place to chart progress in
the change management and change efforts. Publicize rewards and recognition for
positive approaches and accomplishments in the changes and management.
Celebrate each small win publicly.
2.8 PUBLIC RELATIONS APPROACHES TO COMMUNICATING CHANGE
Basic to all public relations, is communicating. Well-planned,
effectively handled communications is essential to the success and even
existence of organizations in today’s changing world. Every organization,
government, business, labour, professional, trade, health, cultural, financial,
recreational, educational and public service depends on people – their
attitudes, attention, understanding, and motivation can be critical to the
success or failure of an organization or idea. Public relations approach
includes use of all forms of media and communication to build, maintain and
mange the reputation of organizations before, during and after change.
Reputation arises from what is done, what is said, and what others say
about the organization. In this age of fierce competition in all sectors, it
can be an organization’s greatest asset. Public relations aim to mange
reputation in order to gain understanding and support, and influence opinion
and behavior. Sam Black (1989) advanced the following public relations approach
to solving public relations problems, vis-Ã -vis change management:
Analysis, research and defining problems
Drawing up a programme of action and budget
Communicating and implementing the progrmme
Research – here the practitioner seeks to define the change. What would
be achieved with this change? Why? How would the change be evaluated to
determine if desired result has been achieved? Who will be affected by the
change, and how will they react to it? How much of this change can the
organization achieve? What parts of the change would require help (external
consultant)? To Ajala (1993), research is a means to determining the strengths,
weakness, opportunities and threats of the programme to the organization.
Opinion research, suggestion box are some of the research techniques that can
be used to elicit information from employees and the management.
Action – once a problem has been identified, and a plan for solution
worked out, the next step is action. At this stage relevant publics are
identified, message is developed; appropriate media selected; budget set and
programme written.
Communication – Writing and editing press release, in-house
newsletters, speeches, articles and annual reports; Maintaining and updating
information on an organization’s website; Preparing and supervising the
production of publicity brochures,
handouts, direct mail leaflets, photographs, films and multimedia programmes.
Right words are used in the right place.
Evaluation – Here, the public relations officer measures the success or
otherwise of the change project so as to make corrective adjustments required
to guide the organization and to justify the amount of resources put into the
project. Criteria for measurement of success or otherwise are also determined
at this stage – change in behavior, increased productivity, increased employee
morale etc.
CHAPTER III
3.1 RESEARCH
METHODOLOGY
This study design
The study population
Sampling procedure
Instrumentation
Questionnaire administration, and
The methods of data analysis.
3.1RESEARCH DESIGN
The study adopted the survey method of research. The research made use
of an ex-post facto research design in a full explanatory study of strategic
communication, change, the strategic methods of communicating change and the
public relations approach to communicating change in an organization, the role
of public relations in change management in Wema bank Plc.
To what extent could perception of Public Relations be regarded as an
organ in change management within an Orgnization?
How will public Relations practices employed by the Organization help
in managing change?
To what extent will communication strategy employed by an organization
bring about management change?
How will strategic communication affect organizational change
management?
STUDY POPULATION AND SAMPLE
The population comprised both management and staff of Ogui Road Wema
Bank Plc and Okpara Avenue First Bank Plc while the sample consists of staff in
Enugu branches of First bank Nig Plc of the Region, that is Okpara Avenue
office, New heaven, Ogui Road, Agbani Road, Garrki, Presidential Road.
SAMPLING PROCEDURE
The convenience sampling technique was used in selecting a total of 285
respondents drawn from the twelve branches in Enugu. Of the 285 copies of
questionnaires administered 265 were returned. The sampling technique is
purposive in the respondents were taken from each of the branches. Each of the
branches can be likened to a stratum thus a simple stratified sample was also
used. Representation of data from all branches in Enugu is therefore
ascertained.
INSTRUMENTATION
The instruments that were used in collating data for this study are:
Questionnaire.
Structured interview
The Questionnaire
The questionnaire has twenty-four (24) items, which eighteen (18) are
information items on respondents’ perception of change, change communication
and the effectiveness of the public relations department of the Banks while six
(6) items are on demographics. Combinations of open and close-ended questions
were used with items on demographic data coming last.
Interview Guide
Two separate interview guides were used for the Head of Cprporate
Communications of Wema Bank Plc and Corporate Relations Manager, First Bank
Nigeria Plc – Mr. Tunde Lofintinla and Dr. Samuel Adenekan respectively. The
interview guide for the Head of Corporate Communications Department. Mr. Tunde
Lofintinla covered the following area: Communication strategy employed by the
Department in communicating change, effectiveness of the department in change
management, Frequency of communication by the Department, before, during and
after change project, Public Relations practices employed by the Bank in communicating
change etc. while that of the Corporate Relations Manager of First Bank Nigeria
Plc, Dr. Adenekan covers the following areas: Essential roles of Corporate
Communication manager in change project, Communication strategies that can be
employed in communicating change, public relations practices that are
appropriate in communicating change, the definition of strategic communication
etc.
METHODS OF DATA COLLECTION AND ANALYSIS
The data for the study were collected through questionnaire and structured
interviews, Participation by respondents was voluntary. Copies of the
questionnaires were left with respondents for some days to enable them to have
enough time to make their responses. The researcher on the respondents
personally administered the questionnaires. Of the 285 questionnaires
administered 265 were retrieved. Interview was also conducted with four middle
level management staff in the selected branches.
The structured interview for the Head of Corporate communications
Department, Wema Bank Plc was cgnducted by the researcher in the Bank’s off)#e
in Enugu while that o& the Corporate
Relations M!nager of F`rst Bani Nigeria Plc was condUcted vIa the inteRjet. The
inTerview gUide wa3 posed online to thd respondent due To his 5nav!ilability as
at tHe pariod oF resea2ch (See appendix D for besponse).
In the analysis, each research question is compUted uqiJg frequancy
distribution
and simple percentag
3. Calcqlati/n of the percentace is derived by dividhng
the number of the total of all besponse to a p`rtice,ar quection and
muLtiplieD it by 100. All quest!ons gathering information on
a particular research question are present%d togethep to depict their
results.
V
LIDHTY A
D RELIABILITY OF INSPRUMDNTS
The instrulelts most
espechalLY the queCtimnnaIrec and the structu2ed InpervieS Guides sere
meticulouSly ajd critically appraised by the Project cordinator
s/ as to enrure that they are detailed and comprehensive enough
to alicit responses that widl ultimately provide the Euch nedded
answers tg the researc( questions w`ic( were maant to Asce2tain how
comhunica4ion an` publ)c re,ations p0actices could be uqEd iN managing ch!.ge,
The quertionnaire was reviewed and r%4urned to thd coordInator for final
!p0rotal.
Befor% the 2esearch was embapKed upon, a pre-dE1t was c!r2ied out with
3 r%spmndents8 2 mem`ars of ctabf Dach
across the 1! bran#hes and th% Regional Offic% in Enegu, 2 each gere
aDminister% `monG the Pop, cenior and middle
level management staff. Thd pre-test and the
experience
gathere$ contributed imlens%ly in eNsuring that tha instrumEnts werd
rdliable and valid fOr t`e stuDy.
CHAPTAR FIVE
DATA ALALYSIS, INTERPREDATION AFD DISCUSSION KF BINDINGS
The analysis /f the data gathered in addressing the research que3tions
posed in this presented In This chapter. The data is presented` in tables.
The Method Of analysis used as simple percentage. As noted earlier, 2(4
copies of the questionnaire were administered to 01 branches `nd thd Regional
Offhce, out of which 065 were retrieved.
Table 1: Showing distribution of questionnaires administered and number
retrieved
COPIES ADMINICTERED
COPIES REPRIEVED
First Bank Plc Enugu Regional Office
New Haven
Ogui Road
Agbani Road
Emene
Garriki
Wema Bank Ogui Rnad
Presidential Road
Neq Haven
Garriki
Agbani Road
Total
285
265
DATA ANALYSIS
Research Question
Frequency
Percentage ublicity given to business executives, pklitical aspirants
!nd/or means of gAiniFg media bovErage
A collection od puBlicity-seeking evdn4s/mean3 of gaiNing media
coverage
Mechanized for personal empire building
Management of problems or issues
Helping Management to keep informed on and responsive to public opinion
A means of yearly warning signs to help anticipate trends, research and
ethical communication technique