COMMUNICATION STRATEGIES IN ACADEMIC LIBRARIES

CASE STUDY MUBS LIBRARY

CHAPTER ONE

1.0 Introduction

This chapter discusses the background of the study, statement of the problem, purpose of the study, objectives of the study, scope of the study and significance of the study.

1.1 Background of the study

In this present era of knowledge economy and information globalization, employers of labour and the employees require a level of communication competence. Much as this applies to all human interactions, it is most important and relevant to library managers and workers whose basic instrument and stock in trade rests on continuous exchange of information with their clientele (Robbins, 2011).

Poor communication is a great source of frustration in any organization, let alone academic libraries, and it contributes significantly to reduced services. If libraries are to survive the present global organizational competitiveness and be able to make an indelible impact on their clientele and academic circle, their workers must have good understanding of the indispensable need for communication proficiency and effectiveness. This is because much of what the library workers and their managers do on daily basis to accomplish their tasks and maintain balance is communicating at all levels. These communication patterns occur between the managers and the library workers, and among the managers, workers, friends of libraries and the clientele. In agreement with this, Lincoln, (2010) state thus: Communication is such an important element of management that it deserves a special treatment. People communicate everyday from when they wake up in the morning until they go to bed at night. This process goes on in every unit of society and in every discipline, including librarianship

Communication is the process whereby one conveys ideas, opinions, attitudes, feelings, sentiments, beliefs, or impressions on others. It is a means by which one sends and receives information. For communication to serve its purpose, it must be effective. Effective communication is therefore a much needed factor in libraries for utmost and precise delivery of their services. It is the life wire of every vibrant organization but more to libraries. It is the highest common factor for all those who congregate in libraries, especially in academic libraries where teaching and learning, querying and answering form the bedrock of their functions. Following this, effective communication is a pre-requisite for working and walking in academic libraries and for the achievement of their goals and objectives. Effective organizational communication is the utilization of appropriate interpersonal patterns for the exchange of information that enhance the conceptualization of the sender. This results when the receiver understands the sender exactly the way he (sender) wants to be under-stood. It is a process by which information is appropriately transmitted and understood between two or more persons. This type of communication in any library environment makes for good rapport and quick answers to inquiries and requests, but more to academic libraries for knowledge delivery.

According to Kirbey, (2008) an academic library is a library that takes care of the people engaged in academic and research work in the institutions of higher learning. Such institutions include the libraries found in universities, colleges of education, colleges of technologies and polytechnics. It is a melting point for different people requiring the services of libraries. They require good service through effective communication and services delivery.

1.2 Statement of the problem

Communication enhances decision making in libraries. Upward communication that flows from bottom to top enables the management to make decisions at different levels of administration. The top down movement of information makes it possible for the workers to be aware of what decisions the management makes on their behalf, knowledge about them (the workers) and is communicated to them. Hence, communicating different types of information to workers has always resulted in quicker and better decision making (Covey, 2004).

However the library of Makerere University Business school has faced numerous challenges in communication its therefore upon this study to investigate into the influence of communication strategies in academic libraries.

1.3 Purpose of the Study

The purpose of the study is to examine the communication strategies in academic libraries.

1.4 Research Objectives

1. To establish the benefits of communication strategy in academic library.
2. To examine the Barriers to effective communication strategy in academic library.

• To establish the relationship between communication strategies and performance of academic library.

1.5 Research Questions

1. What are the benefits of communication strategy in academic library?
2. What are the Barriers to effective communication strategy in academic library?

• What is the relationship between communication strategies and performance of academic library?

1.6   Scope of the Study

1.6.1 Content Scope

The study will focus on, the benefits of communication strategy in academic library, Barriers to effective communication strategy in academic library and the relationship between communication strategies and performance of academic library.

1.6.2 Area Scope

The study will be conducted at the Makerere University Business School.

1.6.3 Time Scope

The study will cover literature from 2000 to 2017.

1.7   Significance of the Study

1. i) The research findings may help the management of Makerere university Business school to understand further benefits of up and down communication on employee performance.
2. ii) The study findings will help management of Makerere university Business school to
   come up factors that affecting the performance of Makerere University Business school.

iii) The study findings may be helpful to many managers and leaders in our society to identify the things that they need to do in order to successfully improve on the performance of Academic libraries.

1,8 Definition of Terms

Communication Koontz (2001), defined communication as the process of transferring information from the sender to the receiver with the information understand by the receiver so as to produce feed back to the sender. This is supported by Drenth et al (1998) defined communication as the sending information and receiving of massages from the sender by a means of symbols and considering organization communication as a key element of organization climate.

CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter discusses what various scholars have written about communication strategies in academic libraries.

2.1 Benefits of communication strategy

A commendable library worker must be an effective communicator whose communication is not misinterpreted. He is always interested in mastering the meaning of things that listeners take from certain words and symbols. He knows and appreciates what communication medium is most suited for a particular situation. While attending to the library customers, a good library worker ought to endeavour to use different communication media to and loss of motor coordination among the workers and their customers, but will also lead to mal-adjustment. This means that communication is the cornerstone upon which efficient academic library services is built. Wilson, (2000) states that library managers and their workers spend between 85 to 90%f their time communicating during the day. Effective communication gives libraries and library workers a better chance of marketing themselves.

According to Fisher (2010), closed words are all inclusive words that eliminate the possibility that exceptions occur. Such words include none, everyone, all, never, etc. What if a clientele enters a library and describes all library workers as people with low academic qualifications? It is an over generalization that would block effective communication and result in defensiveness on the part of the librarians because many library workers have high academic qualifications. To avoid ineffective communication through closed words, it is pertinent that communicators do not make sweeping statements that generate bad feelings. Bemoaning the impact of closed words in communication.

Communication informs and educates employees at all levels and motivates them to support the strategy (Barrett, 2002). This is important as positive attitudes to change are vital in successful change programs (Kotter, 1996), as resistance to change is one of the biggest barriers to overcome.

Meaningful communication requires a degree of ‘cognitive organizational reorientation’ (Van Vuuren & Elving, 2008) i.e. comprehension and appreciation of the proposed change. Elving and Hansma (2008) carried out interview research between management and employees during organizational change. The most important conclusion drawn was that the success of the dissemination and adaptation of organizational change significantly depend upon communicative and informative skills of managers at all levels. Although leaders appear to be aware of fast change within organization (Bolden & Gosling, 2006), communicating that change is difficult (Lewis, 2000). Bennebroek Gravenhorst et al. (2006) found that along with the role of management on the contribution of the workforce to the impending change, distribution of information and actual communication regarding the need for the change and the objectives of the modification in business organization are also critical.

Elving (2005) proposed a conceptual framework to study communication in organizations experiencing change. Six propositions were developed that all simultaneously influence readiness for change. The level of readiness in this framework indicates the degree of effectiveness of change. The first proposition stated that low level of resistance to change or high level of readiness for the change is an indicator for effective organizational change. The second proposition stated that communication needs to inform the organizational members about the change and how that change will alter the individual’s work. The third proposition advocated that communication should be used to create a community which will increase commitment, trust, and identification with the organization and management. The next proposal looked at uncertainty in that high levels of uncertainty will have a negative effect on readiness to change.

The fifth proposition focused on the effect of downsizing creating loss of jobs and feelings of job insecurity affecting readiness to change. The last proposition was related to fourth and fifth propositions which stated that communication will show impact on feelings of uncertainty and job insecurity.

According to Klein (1996), the communication strategy should coincide with the general stages of the change process and the relevant associated information requirements. Based on Lewin’s change model (1951), Klein has identified the objectives and communication needs for each stage of the change process.

Communicating during the ‘move stage’: When change is being implemented, there is a lot of organizational activity. Because most of the employees are not directly involved in the change process and do not know exactly what is happening, the level of uncertainty raises and rumors appear. Thus, communication in this stage is very important and has the following objectives: to provide those not involved in the change implementation with detailed and accurate information of what is happening; to provide those involved in the process with information about their roles in the change process, as well as information about how the change will affect them, and their new roles and responsibilities; and to dismiss all the misinformation that is circulating through the organization. Because the change is beginning to have more tangible outcomes and some organizational impact, the communication should have a more specific character than in the first stage (Klein, 1996).

Communicating during the ‘refreezing stage’: The primary objective during this stage is to build structures and processes that support the new ways. The communication should be centered on answering employees’ questions regarding efficiency, rewards, control and relationship roles. In this stage, the responsibility of communicating with employees shifts from the CEO and management, down the hierarchy to supervisory management. The information flow should be continuous, concrete and multidirectional, so that employees have enough understanding of the personal implications the change has. Because of the inevitable misunderstandings that may occur in this stage, communication should primarily concentrate on making public the success of the change and spread the word to employees (Covey, 2004).

It has been recognized that effective and appropriate communication is a vital ingredient in the success of any change program. Internal communication represents the communication and interactions between the employees and members of an organization. Traditionally, internal communication was defined as “communication with employees internally within the organization” (Cornelissen, 2008).

2.2 Barriers to effective communication

Effective communication may equally be affected by noise. Here noise is taken to be anything in the sender, the medium of communication, or the receiver that disturbs the efficient flow of communication in libraries.

Noise, when speaking of interference, does not mean sound. Kreitner et al (2002) define noise as anything that interferes with the transmission and understanding of a message. They list such things as speech impairment, poor telephone connections, illegible handwriting, inaccurate statistics in a memo or report, poor hearing or eyesight, and physical distance between sender and receiver as noise in that they hinder effective communication.

Effective communication it also accompanied with an ability of the manager to manage stress in the moment and build capacity to recognize and understanding own emotions and those of people you’re communicating with. This enable the manager to communicate even difficult messages without creating conflicts and destroying trust built to him or her Alan S.L (2003).

Any organization to succeed there must be a two way of communication. It needs an effective communication between the sender and receiver and vice versa. It requires the employers to communicate effectively with the employees, customers, suppliers and bidders as well as feedback given immediately to the employer for decision making. Thus, communication is a key point of success of any working organization, and an important tool for effective and better achievement of corporate goal.

Kerner , (2004) stated, that organizational climate is a source of individual’s initiative, it gives the degree of responsibilities, freedom and independence that individuals have. They further explained that organizational climate characterized by management support( degree to which management provider clear communication, assistance and support to their subordinates .It gives the number of rules and regulation and the amount of direct supervision that is used to oversee and control /employee behaviors, thus it is a communication patterns, the degree to which organization communication are restricted to the formal hierarchy of authority .

2.3 Relationships between communication strategies and performance of academic library

According to Asma (2010), described that people often feel that communication is as easy and simple as it sounds. No doubt but what makes it complex, difficult and frustrating are the barriers that come in its way which are perceptual barriers, emotional barriers, language barriers, cultural barriers, and physical barriers.

Communication is an essential part of every day life. People interact with each other every day and that calls for communication. An American communications philosopher Lee Thayer has said that communication and functions of energy are the two basic elements in our lives. Communication affects our lives as much as nutrition or health(Blundel, 2004, 2) That is why it is very important to know what communication is and what it includes.

Both formal as well as informal communication channels are used to communicate with the employees’ written communication, verbal and non-verbal communication should be relied upon. Downward communication are encouraged in order to communicated rules, procedures , policies , strategies and programs of the organization to employees, as well as the employees should also be encouraged to communicate to their supervisors

2.3.1 Types of Communication

Internal Communication

It is communication within the organization .it is may be formal or informal or informal channels of communication providing communicating in various forms to employees. Effective internal communication is a vital mean of addressing organizational concerns. Good communication can help to increase job satisfaction, safety, productivity and delivery of good services to the customers as well as decrease grievances and turnover Upward ward communication is a flow of information from subordinates to superiors or from employees to management, without upward communication management works in a vacuum not knowing if necessary message has been received properly or their is other problem exist in the organization (Manitol,2008). For effective two way communication to occur, it must begin from the bottom. Thus upward communication must begin from the bottom. Thus upward communication is a mean for staff to exchange information, offer ideas, express enthusiasm, achieve job satisfaction and provide feedback (Mzava, 2002).

Down ward communication is a type of communication in which information flows from the top of the organizational management hierarchy and informing people in the organization what important (mission) is and what valued (policies) is. Down ward communication generally gives instructions and enabling information which allows a  subordinately to do something or a certain tasks.

2.3.2 External Communication

It is the communication with people outside the company. It involves communication with vendors, customers, and other stakeholders and competitors. The aim of external communication is to improve the overall performance, public good will, corporate image, and there by achieve organization goals & customer satisfaction.

Authority structure, the organizations authority structure has a similar influence on communication effectiveness. Status and power differences in the organization help determine who will communicate with whom (Wilson, 2001). He further explained that the content and accuracy of communication will also be affected by authority differences, for instant, conversation between human resources manager and employee may well be characterized by somewhat politeness and formally.

Job specialization. According to Campbell (2002), job specialization normally facilitates communication within differentiated groups. Members of the same group are likely it share the same interest, objectives time horizons, tasks and personal styles. But the problem of this from of communication there is a likeliness of inhibiting communication between highly differentiated groups due to probably different interests.

CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter presents the methodology which consists of the research design, area of study, study population, sample population and selection, sampling technique, data collection method, data quality control, data collection procedures and limitations of the study.

3.1 Research design

The study will use descriptive research design. The researcher will employ descriptive research design since it provides the opinion of people about the subject knowledge on the influence handwriting on academic performance. The design will avail the researcher with comprehensive information about the research study as a way of getting solutions. Descriptive approach, in this case will be used because the study seeks descriptive analysis of information.

3.2 Area of the study

The study will be carried out at Makerere University Business School.

3.2 Study population and sample size

The study will target, 40 respondents will be selected, this will help in ensuring that a total representative sample is chosen, the category of the population chosen will specifically include, Librarians, Lecturers and students.

3.3 Sampling techniques

According to (Amin, 2005) sampling involves selecting a sample of the population in such a way that samples of the same size have equal chances of being selected.

The sample will comprise of 40 respondents that will be selected in a way that respondents will include Librarian, students and lecturers.

3.4 Data Sources

Source of data will be from both primary and secondary sources.

• Primary data

Primary data will be obtained from the questionnaires administered on the target respondents to gain opinions and practices on the communication strategies in academic libraries.

• Secondary sources

Secondary data is data which has been collected by individuals or agencies for purposes other than those of a particular research study. It is data developed for some purpose other than for helping to solve the research problem at hand (Bell, 1997). This will comprise of literature related influence communication strategies in academic libraries in relation to the case study. Secondary data will be sourced because it yields more accurate information than obtained through primary data, and it is also cheaper.

3.5 Data collection methods

Data collection is the process of gathering and measuring information on targeted variables in an established systematic fashion, which then enables one to answer relevant questions and evaluate outcomes (Amin, 2005).

3.5.1 Focus group discussion

A focus group is a small, but demographically diverse group of people whose reactions are studied especially in market research or political analysis in guided or open discussions about a new product or something else to determine the reactions that can be expected from a larger population. It is a form of qualitative research consisting of interviews in which a group of people are asked about their perceptions, opinions, beliefs, and attitudes towards a product, service, concept, advertisement, idea, or packaging. Questions are asked in an interactive group setting where participants are free to talk with other group members.

Methodology studies the sampling of individual units from a population and the associated survey data collection techniques, such as questionnaire construction and methods for improving the number and accuracy of responses to surveys.

3.5.2 Interview Method

An interview is conversations were questions are asked and answers are given, (Amin, 2009), in this study interviews will be used because it gives accurate answers to the study and it helps the respondents answer the questions asked.

The interviews will also be used by the researcher because it is deemed cheap and there are easily answered by the respondents since both illiterates and literates can respondents to the researchers questions.

3.6 Data Collection Instruments

The major instruments for data collection will be questionnaires and interview guide. Surveys will be just one part of a complete data collection and evaluation strategy. The major method of data collection for the study will be the survey, which will be done using selected instruments like questionnaires. The questionnaire will provide respondents with ample time to comprehend the questions raised and hence, they will be able to answer factually.

3.5.1 Questionnaires

The questionnaire will be used to collect quantitative data. The researcher will administer the questionnaires to respondents in different respondents which will be designed basing on study objectives and questions. Respondents will read and write the questionnaires themselves. The questionnaires will be close ended and will be considered convenient because they will be administered to the literate and its anonymous nature will fetch unhindered responses.

3.5.2 Interviews guides

Qualitative data will be collected from the informants using interviews. The interview guide will be structured. The interviews will be held with Librarian and lecturers and will take approximately thirty to sixty minutes. This will be used since it’s the best tool for getting first-hand information /views, perceptions, feelings and attitudes of respondents. Both formal and informal interviews will be used to get maximum information from the different respondents to participate in the research.

3.6 Data collection procedures

Upon receiving the University permission to carry out research, the area of study will be visited for purposes of familiarization.  The researcher will seek permission from staff and once allowed to proceed with research, questionnaires will be issued and interviews will be carried out with the selected staff.

3.7 Quality control of data instruments

The instrument will be taken to the supervisor to check its correctness there after pilot study will be carried out to find out if it measures what it is meant to for.

3.8 Data processing and analysis

The raw data will be coded, edited, and arranged ready for analyzing only completed raw data will be analyzed using statistical tables and graphs.

3.9 Limitations of the study

Respondents may delay in filling the questionnaire and fear to give information, but they will be persuaded that the information will be kept secret.

Some respondents may complain that they don’t have time to answer the questions but researcher will budget for time appropriately.

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