INTRODUCTION
Internal communication is significant in any organization because it is the building block of the organizational culture. The organizational culture is the atmosphere of the organization based on its values, mission and work processes. When every member of the organization holds the same values, understands the work policies and procedures in the same way, and is focused on the same mission, the organizational culture promotes much more effective use of resources then under a culture that is more diffuse in its interpretation. Within the non-governmental community, internal communication and its effects on organizational culture is just as important as in the corporate sector, perhaps even more so. Just because your organization has what you believe to be a clear mission, based on basic values of human dignity and human rights, does not mean that all members of your organization interpret that mission and those values in the same manner. Modern understanding of internal communications is a field of its own and draws on the theory and practice of related professions, not least journalism, knowledge management, public relations (e.g., media relations), marketing and human resources, as well as wider organizational studies, communication theory, social psychology, sociology and political science.
Successful businesses of all sizes have developed a workforce that understands the mission, goals, values, processes and procedures of the company. This understanding is communicated via formal two-way internal communication methods that support the business strategies of the company with the same consistent message being conveyed externally.
WHAT IS INTERNAL COMMUNICATION
In its simplest terms, internal communication is communication within an organization. It encompasses both "official" communication -- memos, guidelines, policies and procedures, etc. and the unofficial communication that goes on among and between the staff members of all organizations -- the exchange of ideas and opinions, the development of personal relationships, and the proverbial conversation around the water cooler. It goes in all directions among line staff (those who do the specific work of the organization and work directly with the target population), administrators, supervisors, clerical and support staff, volunteers, and, perhaps, even the Board of Directors.
Internal communication is a lot more than people talking to one another, however. It's the life blood of any organization, the way in which everyone gets the information she needs. It means that anyone can easily get his question answered, as well as that no one gets left out when there's a birthday celebration for a staff member.
Good internal communication can: * Provide people the information they need to do their jobs effectively * Make sure they know about anything that concerns them * Provide people with clear standards and expectations for their work * Give people feedback on their own performance * Provide them emotional support for difficult work * Suggest new ideas about both their work and their lives * Allow them to take the pulse of the organization and understand its overall situation * Help them maintain a shared vision and a sense of ownership in the organization
In many ways, internal communication is the glue that holds an organization together. Without it, an organization is just a collection of disconnected individuals each working individually at her /his own job. With it, organization is an unit with power far beyond the sum of its parts.
WHY TO PROMOTE INTERNAL COMMUNICATION
Internal communications is a critical success factor for effective organizational change and employee engagement. Without effective internal communications, programmes of change are almost certain to fail to meet expectations. In fact, rather than creating positive change, the opposite can happen. Employee disengagement is estimated to cost the UK economy over £60 billion a year. This disengagement can be driven by poorly planned and managed communications as well as change programmes that power a counterweight of resistance.
This means the way CEOs approach, structure and drive internal communications will set the scene for the likelihood of effective change and employee engagement. What can internal communication do for an organization? Here's a short list: * It can improve the effectiveness of the organization. The more information people have, the more quickly they get it, and the better connections they have with others in the organization, the better the work of the organization gets done, and the better jobs individuals do. The better jobs they do, the better they feel about their jobs and about the organization. The ultimate beneficiaries of all this are the target population, the community, and the organization, which finds itself with committed and efficient staff members, satisfied participants, and community respect. * It keeps everyone informed of what's going on in the organization. No one gets any unpleasant surprises, and everyone has the chance to deal with changes, good news, and bad news together. * It allows the organization to respond quickly and efficiently to change, emergencies, etc. * It makes problem-solving easier by providing a channel for everyone's ideas and opinions. Solutions can come from unexpected directions, but only if there's the possibility that they'll be heard. * It creates a climate of openness within the organization. If everyone feels he has access to whatever information he needs or wants, and can talk to anyone in the organization about anything, it encourages good relations among people, promotes trust, and forestalls jealousy and turf issues. * It promotes an atmosphere of collegiality, and makes the organization a pleasant place to work. Good internal communication means that problems among people get resolved and the workplace is generally a pleasant place to be. This, in turn, leads to job satisfaction and organizational stability (people will be less likely to leave their jobs if they're happy in their work and working conditions). * It gives people more of a sense of ownership of the organization, and more of a feeling that everyone is working together toward the same goal. The combination of openness and the easy flow of communication to everyone combine to make people feel like part of a coherent whole, and to feel that their ideas and opinions are listened to and valued. * It promotes fairness and equity within the organization. If everyone has equal access to information and to everyone else, it's harder for anyone to feel that she's particularly privileged, or that she's being left out of the loop. It ultimately should lead to everyone feeling she's part of a team of equals, all of whom are treated similarly. * It shows respect for everyone in the organization, by assuming that everyone's ideas and information are valuable. * It gets problems and potential problems out in the open, rather than letting them fester and turn into something far harder to deal with. One can't deal with a problem if he/she doesn't know it's there; exposing it is the first -- and often the hardest -- step toward resolving it. * It forestalls the spread of rumors by making sure that accurate information is constantly being communicated to everyone. * It improves the work of the organization by increasing the likelihood that ineffective practices, problems, etc. Can be identified by those closest to them, and replaced or resolved by things that work better.
THE MAIN PRINCIPLES OF EFFECTIVE INTERNAL COMMUNICATION
When developing the internal communication strategy it is critical to align with and support the business objectives and external communication strategies. This element in itself reinforces the importance and relevance of internal communication. Employees and management must support and believe that communication is a two-way process designed to respect and take into account everyone’s views. The most successful internal communication strategy is the one identified as most appropriate to the individual business. Strategies can take the form of a single medium, such as an intranet or newsletter, or utilize a multi-media approach. Some typical mediums include intranet, email bulletins, and online or printed newsletters. Whatever the approach used the message needs to be consistent.
In addition, one must recognize that messages are not always tangible. Some messages sent are subtle and/or non-verbal and may be inadvertently sent to employees via the way that the business treats its clients, by the way it operates, or by the decisions made by management. Subtle messages may be perceived and interpreted through management behavior. Therefore be diligent about sending consistent messages. Business goals should be supported by all policies and procedures. The management team should communicate consistent messages during employee training, performance appraisals, team or individual work meetings, in slogans, on internal billboards or notice boards, and via company recognition programs.

Some basic principles to keep in mind when creating strategic internal communication plan are:
Enable a two-way flow of information between employees and management.
Be integrated with the overall business strategy.
Have a long-term focus.
Communicate clear values and goals.
Be comprehensive.
Utilize appropriate methods of communication.
Have consistent messages.
Never be condescending in nature.
Involve the management team commitment to reinforcing perceptions delivered via the communication strategy — management needs to
“walk the talk.”
The rest of this tool kit will guide one through the step-by-step process of developing a strategic internal communication plan that is based on these principles.

THE PROCESS
Taking a close look at your organization
The first step for an internal communication plan is the same as for an external communication plan. The organization must it start by taking a good hard look at its self. The following is a list of questions that one should answer before developing an internal communication plan:
Organizations mission and goals:
These should be specific and clearly defined. If the organization does not have a mission or goals, the organization should first develop a strategic plan.
Organization's structure:
Here one should look at how his/her organization is structured. Some questions to consider are: * How many people comprise a management team? How does this compare to the number of staff? * What type of staff does it have? Are most people full-time, part-time, volunteers? * Who sits on the board of directors? How are they related to the organization or the organization's mandate? * Where do staff work? At a central office? At home? On site? In satellite offices across the country or around the globe?
Who makes up the organization:
Here one would identify not the structure of the organizations (the positions) but the make-up (the actual people). The organization authority would want to identify the age, gender and cultural diversity of the organization. What are the characteristics of organizational culture and internal communication? Identifying organization's culture can be a difficult task as it is not easy to pin-down. To assist in this task, it is useful to look at the current state of internal communication.

The following are some questions to consider: * How familiar are staff with the missions and goals of the organization? * How are decisions made in the organization? Do staff have the ability to make necessary decisions to do their jobs effectively? * How is information shared between staff? What is the primary form of communication? * How formal is internal communication? Do staff interact on a social level?
What communication tools are used within the organization:
It is important to establish which tools staff and management are currently using to communicate among themselves and with each other. In so doing, potential tools that are missing can be identified or that are underused for some reason but which may have the potential to address a need.
What are internal communication needs
Finally, it will be needed to identify where the organization's internal communication needs improvement. This will vary considerably from organization to organization. For example, one organization may not effectively communicate board decisions to all staff while another may not inform the board effectively on program outputs. It is likely that still the organization can have a number of areas where internal communication can be improved, with some being more important than others. These needs, and their varying level of importance, will directly inform internal communication strategy.
Developing a strategy The uncovered information in the previous section should and will inform all the decisions are made with regards to the different sections of strategy. The following are the necessary steps in this process. Note that while they are described as steps, each step would also form a section of strategy.
1. Determine your goal
Here it is to identify what is the overarching goal for internal communication strategy. It should answer the question: “What do the organization want to look like in the future?” Example of a goal: To ensure that individuals/departments within the organization have access to all the information they require to make informed decisions and maximize their output.
2. Define your objectives
The objectives differ from the goal in that they are more specific and measurable, and should all build towards the goal. In selecting objectives, Paying close attention has to be made sure to those shortcomings in internal communications that were identified when taking a close look at the organization. Example of an objective: Ensure that all staff is aware of the organization's vision, mission and values and of its key organizational developments.
3. Identify your key messages
While the millions of formal and informal communications that take place within organization on an annual basis do not all carry the same messages, work, as strive to improve the internal communication processes, should strive to convey a few key messages. These messages do not have to be complex; it could be something as simple as ‘it is important that the staff is aware of how the organization is moving forward.’ Similarly, the message does not have to be explicit in every communication, rather, the context, medium, frequency etc. of the communication should imply the message. Example: A key message could be ‘Staff input in management decisions and organization direction is valued and important.’ This message does not need to be explicitly stated in a communique to staff, rather the communique should encourage staff to send back their comments and concerns.
4. Define your audience
Based on what is learned when taking a close look at the organization, the authority should be able to provide a pretty accurate description of what internal audience looks like. Having a clear picture of audience is particularly important when coming to the next section of the toolkit ‘Identifying tools and tactics.’ Knowing whether the audience are paid staff or volunteers, located in a central office or dispersed around the world, have access to the internet or email on a regular basis, among other factors, will all have a profound impact on the tactics Can be use to communicate with them.

5. Identify tools and tactics
It is here that how someone is going to communicate with the audience. A following section in this toolkit will provide a potential list of tools and tactics that could consider using; however, there are several things which are must to keep in mind when selecting the tools and tactics to use. To start, a tool is a medium of communication, the instrument that can be used to reach the audience, while a tactic is the manner in which someone use the tool. Example: Email is a tool while sending out the minutes from management meetings using email is a tactic. It may be useful to first create a list of all the tools that are available to reach the specific audience. This list could include things like email, newsletters, telephone, regular post and many more. In putting together this list, it is important to be creative and try to come up with as many tools as possible. This will allow identify the best tactics to reach particular audience. The audience is the key factor when to select those tools that are available and therefore the list of tools should be cross-checked to make sure that it is appropriate for the characteristics of the audience. Example: Email is not an appropriate tool for an organization whose staff/volunteers have no or irregular access to the internet. Meanwhile, face-to-face staff meetings are obviously not going to work for staff who are not based in a central office. The tactics which are identified need to be very specific actions. In other words, a tactic is not a general statement of something that needs to be done, but rather a specific action that someone can take to achieve a particular aim. Example: ‘Share board decisions with staffs is NOT a tactic – ‘provide an overview of board decisions at monthly staff meeting is a tactic. When selecting a tactic it is important to not only consider the audience but also to focus on organization’s objectives. A useful way to identify potential tactics is to take each objective separately and brainstorm as many different ways to use the tools available to achieve the objective. Once this is done, organization can select several of the best available tactics for implementation. Note that it is important that the tactics are realistic. Do not choose a tactic, or several tactics, that the organization simply does not have the resources, whether in terms of staff time or money, to complete. It is often better to implement one or two very simple tactics than to select one grand tactic or many little ones that the organization simply cannot complete. Example: Producing and mailing (regular post being the tool) a quarterly twelve page print newsletter that provides all the details on staff movement, current projects and the organization's strategic direction may ensure the achievement of the objective. However, if the organization realistically only has the resources to produce this newsletter once a year, it would be more effective to send brief letters with the key information every other month.
Important:
Identifying and selecting tools and tactics does not have to (and in fact, should not) be the responsibility of one person or department. Rather, as many people as possible should be asked to recommend ways to achieve the objectives as this is the best way to identify creative tactics that are realistic in terms of the organizations resources. If the authority is conducting a survey or focus groups as part of the taking a close look at organization's process, make sure that seeking recommendations for specific tactics is part of the process.
6. Develop an implementation plan
Here is where to get into the detail: who is going to do what and when? For each tactic to select, authority need to identify whose responsibility it is to complete it and a time frame for its completion (or a schedule if it is a regular task). Note that all the tactics will not necessarily be completed by the communication or human resources department (if the organization is large enough to have one) or by just one person. Often, different tactics will be completed by different people, with some being the responsibility of management and others of specific staff members. As this is the case, it is again very important to make sure that tactics and their implementation are selected in consultation with the staff and management of the organization.
7. Finalize the strategy
Once these six steps are completed and have put together a complete internal communication strategy, it will be need to collect feedback from others in the organization and finalize the strategy. Depending on the size and structure of the organization, this may mean circulating the strategy to staff for comment or simply discussing it with a few key people. In either case, one need to control this process and set deadlines. Similarly, do not automatically incorporate all comments into the strategy if they do not take into account many of the issues that have been discussed above. Rather consider all comments and modify the strategy to best address the issues raised while maintaining a realistic implementation plan. Once this process is complete and has received the approval needed, the time has come to turn words into action!
Monitor, evaluate and update
One may have completed and implemented the internal communication strategy, but that does not mean that the work is done. As with any organization or communication strategy, an internal communication strategy requires continual evaluation and up-dates. To start with, monitor is must for the implementation of strategy. This means making sure that the tactics are being implemented on time and as planned, and making any adjustments necessary to achieve this. Second, it must regularly evaluate whether the tactics are actually helping to achieve the objectives and overall goal. This can be done informally, such as through general observations and casual conversations, or formally such as through a staff survey and discussion groups. In any case, implementing an annual evaluation is necessary process to determine the progress being made towards the goal. Example: If one is conducted a staff survey prior to completing a strategy, he/she should consider conducting a similar survey one year later. This will allow him/her to see whether any areas have improved. It may become apparent that one of the main problem areas has improved immensely but that one of the positive areas is now having considerable problems. Following the evaluation process is the updating phase. As identifying problems with the strategy, authority will need to update it to address the issues. This may mean modifying the tactics what are being used or developing new objectives. Again, while changes can be made throughout the year, a formal review process should be completed on a yearly basis to ensure that the strategy evolves to meet the current needs of the organization.
TOOLS AND TACTICS
As mentioned above, a tool is a medium of communication, the instrument that can be used to reach the audience, while a tactic is the manner in which the Tool is used. The following is an extensive, although by no means complete, list of tools and tactics can be consider using to improve the internal communication at the organization. For each tool, we have listed its advantages and disadvantages, and then provided a number of different tactics that can be undertaken using that tool.

IN-PERSON COMMUNICATION
Advantages:
In-person communication has the advantage that it is personal, direct and conducive to two-way communication. In particular, face-to-face meetings allow for the discussion of sensitive issues that require more subtlety because the use of body language and other social conventions are visible. In-person communication is the ideal tool for holding discussions on important issues and getting feedback from the audience. In addition, in-person communication can also be more informal and have more social aspects then many other forms.
Disadvantages:
The main disadvantage of in-person communication is that the audience must be physically present in one location. Other disadvantages is that it can be a time-consuming form of communication, staff may not be honest in their communications because they can not be anonymous and therefore may feel ‘unsafe’ and they may not want to loose face. Office politics can also often play a large role in in-person communication and can therefore provide additional complications to tactics that use this medium.
Sample Tools and Tactics
All staff meetings:
If the organization is not too big, all staff meetings can be an ideal way to communicate key information to staff. These meetings can be used to communicate updates from different programs and departments, welcome new staff and say farewell to staff who are leaving, provide staff with an overview of the organization's strategic plan, and share management and board decisions. In addition, staff meetings can be the perfect place to seek feedback from staff and discuss important issues. Finally staff meetings can include team building activities and other training exercises to improve the functioning of the organization.

Individual meetings:
Individual meetings are a good tool when someone needs to communicate sensitive issues. Issues to do with continued employment, sub-par performance, training needs or other behavioral issues are often best dealt with on an individual basis.
Recognition programs:
Recognizing the contribution and achievement of staff is a key part of ensuring a high morale in the workplace. High morale translates into dedicated staff who are more efficient and effective in their work. When establishing a recognition program, one must first consider what it is to be recognized: length of service, success in a project, innovative ideas etc. authority must also decide whether it wants to give out monthly awards or have a yearly program. In addition, will there be prizes or is it simply a certificate and a nice pat on the back? A well thought-out recognition program can go a long way towards making staff feel valued.
Social events:
Social activities can have as much impact on organizational culture as any formal meeting. Often, these events can build team spirit, increase morale, and deepen the connection between the staff and the organization. Some options for to consider are:
• Birthday celebrations: Let everyone take a half hour break in the afternoon and enjoy some cake!
• Shared Lunches: Each staff member brings a different dish to share at lunchtime. This can also be a good opportunity to learn about the culture of colleagues through their different culinary dishes.
• Friday afternoon social outings: Invite staff to meet for a drink and snacks at a local café or restaurant at the end of the day on Friday.

PRINTED COMMUNICATION
Advantages:
Print communication has the main advantage that it is an easy way to communicate a large amount of information that the audience can access in their own time. It is long lasting communication that people can access whenever they are in the office. Similarly, they can be posted in strategic locations to attract the maximum of attention. Finally, using the traditional postage system, printed communication can reach around the world, even to those who do not have access to internet and email. Also of importance is the role printed communication plays in meeting legal requirements and other tasks such as contracts, invoices and accounts.
Disadvantages:
Printed communication does have several disadvantages. To start, printing and disseminating communication in print can be prohibitively costly in any large quantity. Second, the audience has the option to simply discard the communication as soon as they lose interest, if they even pick it up in the first place. In addition, preparing print material can be a lengthy process and time consuming, and is primarily conducive to one way communication. Finally, printed communication can carry more weight then more casual communication. It can have legal implications and can create issues of privacy.
Sample Tools and Tactics
Internal newsletter:
An internal newsletter is different from organization's regular newsletter in that it contains information that is directly relevant only to organization's staff. As such, an internal newsletter can be an ideal way to communicate information such as new staff, changes in policies and procedures, program updates and organizational developments. In addition, the newsletter could run a column from the executive director and be used to recognize staff contributions.

In creating a newsletter the following questions should be considered:
• What information will it include?
• Who is responsible for writing the content?
• Who is responsible for compiling and editing all the stories?
• How someone will disseminate it? (Put copies in the lunch room, mail it out etc. – note that this could also be made into an electronic publication)
• How frequently will it go out?
• Who will be responsible for approving the content?
• And many more…
Staff handbook:
A staff handbook should be used as resource that staff can turn to when they have a question about the organization's policies and procedures. While it is not a good place to include information that may change on a regular basis, it is a good tactic to use to ensure that staff are clear on their rights, entitlements and responsibilities, and can help ensure a smooth relationship between staff and the organization.
Resource library:
Many organizations have large collection of books, journals and newsletters that they have collected over the years. Often, however, these resources are distributed haphazardly around the organization with one or two people using a small selection and the rest not even knowing the resources are there. To make information sharing more effective, one could consider creating a central resource library. This library would bring together the many different resources into one location and which are organized in a logical manner (by subject, alphabetically etc).
Notice board:
Notice boards are a simple and easy way to keep people informed of important issues. By putting a board in a high traffic area in the office and making it visually attractive, it can grab the attention of all the staff that pass by it. This tool is most effective for conveying event announcements, brief but interesting news stories and other short items. the notice board could also include an employee recognition section and a feedback box. Note, however, that if the board is located somewhere where the public has access. Make sure it does not contain any confidential information.
INFORMATION TECHNOLOGY BASED COMMUNICATION
Advantages:
Information technology based communication has the advantage of being fast, cheap and with a reach that stretches all the way around the world. New media make it easier than ever for organizations with sufficient technological capacity to reach a large audience with a minimum amount of resources.
Disadvantages:
The major disadvantage of information technology based communication is that not everyone has access to the necessary technology whether because of location, cost or position with an organization or skills. In addition, information overload – meaning that many people who regularly use this form of communication receive more information then they can effectively handle – increases the chance that communication will be missed by its intended audience.
Sample Tools and Tactics
Email:
Email is a relatively cheap easy and quick way to send information. However, as people become ever more inundated with information, it is important to use email strategically as well. Organization should consider establishing a monthly or bi-weekly e-newsletter for staff, rather then sending out an email for each item that needs to be communicated. This will make it easy for the staff to recognize the newsletter as worthy of being read and not to relegate it to the rubbish bin, as so many others are. See the note above for some tips on developing a newsletter.

List serves:
A list serve sends out an email message to everyone who is subscribed to the list. The list can be moderated, in that one person, the moderator, controls all that goes to the list, or open, in that anyone on the list can send a message to the list. List serves can be used to distribute messages to all staff about upcoming events, announcements, meetings etc. However, a list serve can also be used as a discussion forum with staff posting interesting resources and stories they may have found and respond to those posted by others.
Tele/video conferencing:
Tele/Video conferencing is the best way to simulate a face-to-face meeting when that is not possible. Its main advantage is that it can overcome distance but has the disadvantage of requiring technology which in many areas is not very accessible. Tele/Video conferencing can be used to conduct small group discussion and get feedback from people who may work in the field or satellite offices and not be able to partake in staff meetings in the main office.
Intranet/Website:
An intranet site is different from a website in that it is usually protected by a password and only accessible to the staff of an organization. An intranet site can be used to provide access to shared files, resources and other information to staff who are located all around the world but have access to the internet.
GET CREATIVE
Each organization has its own unique challenges when it comes to internal communication, and each unique challenge has its own unique solution. Therefore when choosing tactics get creative! The following is just a sample of the creative ways use the tools available.
In-Person Communication: Smells like team spirit
If the organization is lacking in team spirit, there are a lot of creative ways to improve the situation. Whether incorporated into regular staff meetings, a half-day of training or a week-long retreat, team building exercises can increase the organizational cohesion and the morale and effectiveness of the staff. One exercise that helps develop team work skills that includes communication and problem-solving skills is the ‘Great Egg Drop’. To conduct this activity authority will need to:
• Divide the organization into teams of four or five. Try to make sure that teams include members from different programs and from different levels within the organization.
• Give each team an egg. Tell them that they have an hour to create a package that will prevent the egg from breaking when dropped.
• After the hour, gather all the teams together for the great egg drop. Consider having rewards for those teams whose eggs do not break. This exercise requires staff to work together and use their problem-solving abilities to develop a collaborative solution. While it may not be an ideal activity for all situations, it is an example of a creative way to improve team spirit at the organization.
Print Communication: Wall of Debate
Notice boards can be an excellent place to announce upcoming events or provide tips on work-related problems. However, it can also be an excellent way to engage the staff in two-way communication. If the staff is located in a central location, consider establishing a ‘wall of debate.’ This wall would be a notice board with questions and answers from staff and management on all types of issues. Organization can establish a formal process where staff submits a question and management posts a reply. More interestingly, and perhaps more effective in creating a sense of community discussion, simply let anyone write up a question and anyone respond. The board should be located somewhere staff visit regularly and ideally where they must wait. authority may need to get things started by posting some interesting questions, and should plan on monitoring the board regularly for inappropriate material, but ideally this will be an organic process that draws the audience into debate and creates a sense of community.
Information Technology-based Communication: Meeting in a Box
With busy, international staff, it becomes increasingly difficult to find the time for meetings that fit into everybody’s schedule and time zone. If this is the situation, consider holding a ‘meeting in a box’. Using the power of email, a meeting in a box, while not the same as a real meeting, can overcome issues of time and distance while still providing some discussion of issues and collaboration in decision-making. To hold a meeting in a box, the organization need to complete the following steps:
• Decide who should participate in the meeting and develop a list of participants including email addresses.
• Develop an agenda. The agenda should be quite detailed and include background information on the items that are up for discussion. Basically it needs to include any information that would provide, as chair, were introducing the item in a real meeting.
• Attach the agenda with any relevant background documents to an email and send it to the first person on the participants list. That participant includes his comments and opinions on the agenda items and then forwards it to the next participant until all participants have had a chance to comment and it is returned to the chair.
• Summarize the discussion and provide final decisions and action points.
• Circulate the agenda again so participants have an opportunity to raise any objections to the decisions.
• Finalize the minutes of the meeting and send to all participants for acceptance
LIMITATIONS OF TOOLS AND TACTICS
Different tools and tactics, as the section above illustrates, are able to overcome a wide range of practical problems, such as distance, literacy, and the technological divide amongst others. However, tools and tactics are limited by human and social factors. Primary among these are the attitudes and culture of staff and management. If staff are not open to the communication being offered, whether based on past experience or the organization's culture, it does not particularly matter which tool or tactic is being used, it will not be effective. Example: Over the last year, staff at an HIV/AIDS awareness organization has repeatedly raised concerns regarding the security policy at staff meetings but management has not acted on any of the suggestions. When management decided to conduct voluntary focus groups to discuss the situation, only two staff members attended. When asked why other staff did not attend, they responded that they felt it would be a waste of their time. Staff simply was not open to the tactic being used by management. Frequently, management behavior and decisions, or more specifically, how management behavior and decisions are perceived by staff, can have a profound effect on an organizational culture. The problem may not always be the issue of consultation and transparency in decision-making, but could relate to such problems as inconsistency of actions or treatment and appreciation of staff/volunteers amongst many others. In order to be able to address these issues, one must ‘first admit having a problem.’ In other words, management must recognize that there is a problem with their internal communication, and must be willing to implement a strategy to improve the situation. Once the backing is there, a strategic internal communication plan can start to work to improve the organizational culture. While change and improvement may not be instantaneous, consistent implementation of the tactics, backed by consistent decisions by management, which are all in line with the key messages, will bring about long-term change.

CONCLUSION
Promoting internal communication is one of the most important things to make sure that the organization runs smoothly and effectively. Good internal communication will flourish if the authority can create an organizational climate of openness that is conducive to the free flow of communication and information in all directions; adjust your organization's systems or develop new ones to encourage, rather than discourage, internal communication; and create clear definitions of what needs to be communicated and by whom. Monitoring and adjusting the internal communication will help to maintain it at the level needed over the life of the organization.

BIBLIOGRAPGY

* www.civicus.org * http://www.jhsph.edu/careers * www.wekipedia.com/ * www.webcrawler.com/