Bashar Anwer Proposal Commented Jan 24, 2024

HARAMAYA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF PUBLIC ADMINISTRATION AND DEVELOPMENT MANAGEMENT
THE IMPACT OF EFFECTIVE COMMUNICATION ON ORGANIZATIONAL

PERFORMACE: A CASE STUDY OF DIRE DAWA ADMINISTRATION CITY MANAGER
OFFICE
Research study paper to be submitted to Haramaya University for partial fulfilment of the
requirement for award of Bachelor of Arts degree in Public Administration and Development
Management
By: Bashar Anwer 3481/12

Advisor :Mr. Hailu E.
MARCH 2024
Haramaya, Ethiopia
ACKNOWLEDGMENT
First and foremost, I offer my deepest gratitude to God for His unconditional help and for
sustaining me in a life full of challenges. Thank you, dear God, for everything you have done
for me! I am very thankful to my humble and supportive advisor Mr. Hailu E., for his unreserved
support and guidance during my research study and for teaching me during my stay at Haramaya
University College of CBE. I would like to extend my deepest gratitude to my family, more
specifically, my father (Anwer Mohammed Nasser) and my mother (Haifa Abdella Hussein), for their
courage, support, motivation, and for providing me with the opportunity to receive an education. Again,
I would like to thank my friends and the College of CBE staff members; you guys are amazing and
supportive. I owe you! Finally, I thank all persons who, directly or indirectly, helped me to complete
this research study.
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ABSTRACT
Effective communication plays a crucial yet underexplored role in organizational

performance, particularly within the unique context of the Dire Dawa Administration
City Manager Office. Existing studies lack comprehensive understanding, often
overlooking context-specific challenges such as language diversity, cultural nuances,
and administrative processes. This research addresses these gaps, investigating the
interplay between communication and performance while considering Dire Dawa's
distinctive socio-economic and cultural setting.
This mixed-methods study aims to empirically assess the impact of effective

communication on organizational performance within the Dire Dawa Administration
City Manager Office. Key objectives include evaluating current communication
practices, information flow, clarity, and employee access to communication channels,
investigating the influence of cultural and contextual factors on communication
dynamics, and understanding the perceived impact of effective communication on
organizational outcomes. The study also aims to propose evidence-based
recommendations for improved communication practices to enhance performance.
The mixed-methods approach employs both quantitative (closed-ended questionnaires)

and qualitative (open-ended questionnaires) data collection methods. A sample of 15
employees, selected through simple random sampling, provides standardized and rich
contextual insights. Emphasis is placed on qualitative data analysis methods,
complemented by quantitative analysis of closed-ended responses.
This study contributes to both theory and practice. Findings will benefit organizational
leaders and policymakers with data-driven insights to refine communication strategies,
improve processes, and foster productivity. Employees stand to benefit through
enhanced job satisfaction and well-being resulting from improved communication
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practices in the Dire Dawa Administration City Manager Office. The academic
community will gain valuable insights, contributing to the knowledge base on
organizational communication and performance in the Dire Dawa Administration City
Manager Office.
The study aims to uncover current communication practices, their impact on

performance indicators, and recommendations for improvement. Ultimately, it seeks to
provide actionable insights for optimizing organizational performance through evidence-
based communication interventions.
Tables of Contents
ACKNOWLEDGMENT.............................................................................................................................i
ABSTRACT...............................................................................................................................................ii
CHAPTER ONE........................................................................................................................................1
INTRODUCTION.....................................................................................................................................1
1.1 Background of the study....................................................................................................................1
1.2 Statement of the problem.....................................................................................................................2
1.3 Research Question...............................................................................................................................4
1.4 Objective of the Study.........................................................................................................................4
1.4.1 Specific Objective.....................................................................................................................5
1.5 Significance of the Study.....................................................................................................................5
1.6 Limitation of the Study....................................................................................................................7
1.7 Scope of the Study...............................................................................................................................7
1.8 Organization of the Paper.....................................................................................................................8
CHAPTER TWO.....................................................................................................................................10
REVIEW OF RELATED LITERATURES..............................................................................................10
2.1 Introduction........................................................................................................................................10
2.2 Review of Related Literatures............................................................................................................10
CHAPTER THREE..................................................................................................................................15
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RESEARCH METHODOLOGY.............................................................................................................15
3.3 RESEARCH DESIGN......................................................................................................................18
3.4.1 TYPES OF DATA.......................................................................................................................19
3.4.2 SOURCE OF DATA.......................................................................................................................20
3.5 DATA COLLECTION METHODS....................................................................................................21
3.6.1 SAMPLING TECHNIQUE AND SAMPLE SIZE...........................................................................22
3.7 DATA ANALYIS METHOD..............................................................................................................23
CHAPTER FOUR................................................................................................................................24
DATA PRESENTATION AND ANALYSIS........................................................................................24
4.2 Questionnaires Return Rate............................................................................................................24
4.3 Demographic Information of the Respondents..................................................................................24
4.3.1 Gender of the Respondents.........................................................................................................24
4.3.2 Age of the Respondents...............................................................................................................25
4.3.3 Qualifications..............................................................................................................................26
4.3.4 Work Experience.........................................................................................................................27
4.5 Data Analysis.....................................................................................................................................28
4.6 Communication Practices within the Dire Dawa Administration City Manager Office................28
4.6.1 Communication Channels used in Dire Dawa Administration City Manager Office.................28
4.6.2 Employees rating for the current communication channels within Dire Dawa Administration
City Manager Office............................................................................................................................29
4.6.3 How often do employees receive clear and timely communication from organizational leaders.
..............................................................................................................................................................30
4.6.4 How accessible are communication channels for employees within Dire Dawa Administration
4.6.5 The Extent of Communication Practices supporting effective information flow within Dire
Dawa Administration City Manager Offic...........................................................................................32
4.7 Influence of Cultural and Contextual Factors on Communication Dynamics...............................33
4.7.1 The impact of language diversity on communication within the Dire Dawa Administration City
Manager Office....................................................................................................................................33
4.7.2 The Extent of Cultural nuances affecting communication within Dire Dawa Administration
4.7.3 Is there a preferred language used for official communication within Dire Dawa Administration
4.7.4 Whether employees are receiving any training on cross-cultural communication in the workplace
..................................................................................................................................................................36
4.7.5 The Extent of external factors influencing the communication dynamics in the working
environment.....................................................................................................................................36
4.8 Perceived Impact of Effective Communication on Organizational Performance......................37
4.8.1 How has effective communication positively influenced teamwork within Dire Dawa
Administration City Manager Office?.............................................................................................37
4.8.2 How well do you feel your current communication practices contribute to a positive work
environment?............................................................................................................................................38
Table 16: How well do you feel your current communication practices contribute to a positive work
environment.........................................................................................................................................39
4.8.3 How confident are you that the current communication practices contribute positively to the
accomplishment of organizational objectives?....................................................................................39
4.9 Recommendations for Improving Communication Practices........................................................41
4.9.1 What should be done so as to ensure effective intra-organizational communication for effective
organizational performance of Dire Dawa Administration City Manager Office?..............................41
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CHAPTER FIVE......................................................................................................................................42
SUMMARY,CONCLUSIONS,RECOMMENDATIONS AND SUGGESTIONS..................................42
5.2 Summary of the findings................................................................................................................42
5.2.1 Answers to the Research questions.................................................................................................43
5.3 Conclusion.....................................................................................................................................47
5.4 Recommendation...........................................................................................................................47
5.5 Suggestions for Further Research..................................................................................................48
Reference.............................................................................................................................................50
APPENDEX.............................................................................................................................................52
LISTS OF TABLE
Table 1: Gender of the Respondents............................................................................................................24

Table 2: Age of the Respondents.................................................................................................................25
Table 3: Qualifications................................................................................................................................26
Table 4: Work Experience...........................................................................................................................27
Table 5: Communication Channels used in Dire Dawa Administration City Manager Office...................28
Table 6: Employees rating for the current communication channels within Dire Dawa Administration City
Manager Office........................................................................................................................................29
Table 7: How often do employees receive clear and timely communication from organizational leaders. 30
Table 8: How accessible are communication channels for employees within Dire Dawa Administration
City Manager Office................................................................................................................................31
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Table 9: The Extent of Communication Practices supporting effective information flow within Dire Dawa
Administration City Manager Office.......................................................................................................32
Table 10: The impact of language diversity on communication within the Dire Dawa Administration City
Manager Office........................................................................................................................................33
Table 11: The Extent of Cultural nuances affecting communication within Dire Dawa Administration City
Manager Office........................................................................................................................................34
Table 12: Is there a preferred language used for official communication within Dire Dawa Administration
City Manager Offic..................................................................................................................................35
Table 13: Whether employees are receiving any training on cross-cultural communication in the
workplace.................................................................................................................................................36
Table 14: The Extent of external factors influencing the communication dynamics in the working
environment.............................................................................................................................................36
Table 15: How has effective communication positively influenced teamwork within Dire Dawa
Administration City Manager Office.......................................................................................................38
Table 16: How well do you feel your current communication practices contribute to a positive work
environment.............................................................................................................................................39
Table 17: How confident are you that the current communication practices contribute positively to the
accomplishment of organizational objectives?........................................................................................40
ABBRIVATIONS
1- CBE – COLLEGE OF BUSINESS AND ECONOMICS
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CHAPTER ONE
INTRODUCTION
1.1 Background of the study
Effective communication is a cornerstone of organizational success, influencing

various aspects of performance. Extensive research globally has explored the nexus
between communication and organizational outcomes, emphasizing its pivotal role
in enhancing productivity, employee engagement, and overall efficiency (Robbins &
Judge, 2017; Shockley-Zalabak, 2015).
Effective communication is a critical factor in organizational success. It influences
employee engagement, productivity, decision-making, and overall performance. It
plays a pivotal role in driving organizational performance across various sectors.
Numerous theoretical frameworks highlight the interconnectedness of
communication and organizational performance. Communication scholar Stephen
P. Robbins emphasizes how communication functions as the "lifeblood of
organizations," facilitating information sharing, decision-making, and coordination
(Robbins & Judge, 2020). Communication effectiveness hinges on clarity, timeliness,
and the choice of appropriate channels (McMillan & Taylor, 2014). Additionally,
communication style plays a crucial role, with transformational leadership styles,
characterized by open communication and employee empowerment, demonstrably
leading to improved performance (Bass & Avolio, 1994). Research spanning the
globe underscores the positive correlation between effective communication and
organizational performance. A global study by Watson Wyatt revealed that
organizations with strong communication practices boast 47% higher productivity
and 50% higher customer satisfaction (Watson Wyatt, 2003). In the national
context, research by the Ethiopian Civil Service Reform program emphasizes the
importance of communication in improving public service delivery and
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organizational efficiency (Government of Ethiopia, 2010). Studies within Dire Dawa
itself, albeit limited, point towards potential shortcomings in communication
within public service organizations, highlighting the need for further investigation
(Desta,2019). At the national level, studies in Ethiopia have recognized the
significance of communication within organizational frameworks. However, a
comprehensive examination, especially focusing on Dire Dawa Administration City
Manager Office, remains scarce. Understanding the specific dynamics within this
local context is crucial for tailoring communication strategies to the unique
organizational landscape. Locally, limited empirical research has been undertaken
to investigate the intricacies of communication and its implications on
organizational performance in Dire Dawa Administration. Notably, the absence of
dedicated studies on this subject creates a notable knowledge gap, hindering the
development of targeted interventions to enhance communication efficacy within
the city's administrative structures. Theoretical perspectives, such as the Systems
Theory and Communication Accommodation Theory, provide frameworks for
understanding how effective communication can act as a catalyst for organizational
success (Littlejohn & Foss, 2009; Giles & Coupland, 1991). However, these theories
require empirical validation within the specific context of Dire Dawa
Administration. Identifying and addressing these knowledge gaps is imperative for
organizational leaders, policymakers, and scholars seeking to enhance the
effectiveness of communication strategies in administrative contexts. This research
aims to bridge these gaps by conducting an in-depth case study of Dire Dawa
Administration City Manager Office, offering practical insights and contributing to
the broader discourse on communication and organizational performance.
1.2 Statement of the problem
Effective communication is acknowledged as a cornerstone of successful
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organizations. It fosters collaboration, enhances employee engagement, and
ultimately influences organizational performance. However, in many government
institutions, including the Dire Dawa Administration City Manager Office, efficient
communication practices often face challenges. These challenges can stem from
inadequate infrastructure, communication gaps between hierarchical levels, or
unclear information dissemination strategies. Consequently, a lack of effective
communication within the City Manager Office could negatively impact
performance in achieving its goals for urban development, and public engagement.
Despite anecdotal evidence suggesting communication issues within the Dire Dawa
Administration City Manager Office, limited empirical research exists to quantify
the impact of these issues on organizational performance. This lack of data creates
a knowledge gap hindering efforts to identify specific areas for improvement and
implement targeted interventions.
The following key aspects necessitate further investigation:
1. Lack of Comprehensive Understanding:
- While existing studies explore organizational dynamics, they often overlook the
specific role of communication in shaping performance within the City Manager
Office.
- The absence of empirical evidence directly linking communication practices to
performance metrics highlights the need for focused research.
2. Context-Specific Challenges:
- Dire Dawa Administration City Manager Office faces unique challenges related to
language diversity, cultural nuances, and administrative processes.
- These contextual factors directly affect communication patterns and,
consequently, organizational effectiveness.
3. Practical Relevance:
- Understanding how effective communication impacts performance is crucial for
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enhancing service delivery, teamwork, and overall efficiency.
- Policymakers and organizational leaders require evidence-based insights to
optimize communication strategies.
Main Problems/Research Variables:
1. Communication Practices: Assessing the current communication practices
within the Dire Dawa Administration City Manager Office.
2. Cultural and Contextual Factors: Investigating the influence of cultural and
contextual factors on communication dynamics within the organizational setting of
Dire Dawa Administration City Manager Office.
3.Organizational Performance: Understanding the specific communication
challenges and opportunities that shape operational effectiveness in the Dire Dawa
Administration City Manager Office.
This research study aims to empirically assess the impact of effective

communication on organizational performance within the Dire Dawa
Administration City Manager Office. By addressing this gap in knowledge, the
research study aims to contribute valuable insights to enhance communication
practices.
1.3 Research Question
The study answers the following research questions:-
1. What are the existing communication practices within the Dire Dawa
Administration City Manager Office?
2. How do cultural and contextual factors influence communication dynamics
within the organizational setting of Dire Dawa Administration City Manager Office?
3- What implications (positive or otherwise) that the current intra-organization
communication approach has on organizational performance of Dire Dawa
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4- What should be done so as to ensure effective intra-organizational
communication for effective organizational performance of Dire Dawa
1.4 Objective of the Study
1.4.1 General objective

The general objective of the study is to empirically assess the impact of effective
Administration City Manager Office. By examining communication practices,
identifying challenges, and exploring opportunities, we seek to contribute valuable
knowledge to both theory and practice.
1.4.1 Specific Objective
 To assess the current state of communication practices within the Dire Dawa
Administration City Manager Office, including information flow, clarity, and
employee access to communication channels.
 To assess the influence of cultural and contextual factors on communication
dynamics within the organizational setting of Dire Dawa Administration City
Manager Office.
 To determine the perceived impact of effective communication on
organizational outcomes within the context of Dire Dawa Administration City
Manager Office.
 To propose evidence-based recommendations for improving communication
practices within the Dire Dawa Administration City Manager Office,
potentially leading to enhanced performance.
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1.5 Significance of the Study
The significance of this study extends to various stakeholders within and beyond
the Dire Dawa Administration City Manager Office. Organizational leaders,
policymakers, and employees will gain insights into the pivotal role of effective
communication in enhancing overall performance. The findings of this study will
directly benefit organizations, especially the Dire Dawa Administration City
Manager Office. By understanding the role of effective communication, they can
enhance their internal processes, decision-making and overall performance.
Managers and leaders within the organization will gain insights into how
communication practices influence performance. They can then implement
strategies to improve communication channels and foster a more productive work
environment. The findings will inform leadership strategies and communication
practices to optimize organizational performance. Understanding the link between
communication and performance can empower employees to actively participate
and contribute effectively. Improved communication transparency can lead to
increased trust, engagement, and collaboration between the Administration and the
community. The study will contribute to the existing body of knowledge on
organizational communication and its impact on performance in a public sector
context. Understanding the impact of communication on organizational
performance is imperative for informed decision-making. This knowledge will
empower administrators to tailor communication strategies that address specific
challenges within the unique context of the Dire Dawa Administration City Manager
Office. By investigating the communication dynamics in the City Manager Office,
this study provides a roadmap for implementing evidence-based communication
interventions. The findings will guide the development of strategies that resonate
with the cultural, linguistic, and contextual nuances of the organization. The study
employs a mixed-methods approach combining: 1- Qualitative data collection:
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Questionnaire to (leaders, employees) to gather insights and experiences. 2-
Quantitative data analysis: Examining official statistics and performance indicators
related to communication and organizational outcomes. The study expects to find a
positive correlation between effective communication and organizational
performance. Clear communication channels will likely result in improved
productivity, reduced errors, and enhanced employee satisfaction. The study
anticipates uncovering valuable insights into: Strengths and weaknesses of current
communication practices in Dire Dawa City Administration , the impact of
communication effectiveness on specific performance indicators, such as
transparency, accountability, efficiency as well as recommendations for improving
communication practices to enhance organizational performance. Who will Benefit
and How:
1. Organizational Leaders: Gain actionable insights to refine communication
strategies, fostering a more effective and efficient work environment in Dire Dawa
Administration City Manager Office
2. Policymakers: Informed decision-making on organizational communication
policies and practices that align with the unique context of Dire Dawa.
3. Employees: Improved communication practices can enhance job satisfaction,
productivity, and overall well-being.
4. Academic Community: Contribute to the existing body of knowledge on the
intersection of communication and organizational performance, serving as a
reference for future research.
1.6 Limitation of the Study

The researcher faced several limitations like:-
 Time and Resource Constraints: Limited time and funding restricted the
study to the Dire Dawa Administration City Manager Office's.
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 Respondent Bias and Unwillingness: The study acknowledges potential re-
spondent bias and unwillingness to participate.
 Sampling Size and Generalizability: The small sample size (15 partici-
pants) raises concerns about generalizability of findings to the entire popula-
tion.
 Language Barrier: A language barrier might have impacted data collection.
 Limited Published Literature: The scarcity of relevant literature specific to
Dire Dawa Administration City Manager Office could restrict comparisons
and broader context.
1.7 Scope of the Study
The research centers on the Dire Dawa Administration City Manager Office,
aiming to comprehensively investigate the dynamics of effective communication
and its impact on organizational performance within this specific administrative
context. Conceptual Boundaries/Variables and Parameters of Measurement:
1. Communication Practices:
- Parameters: The study examines communication channels, frequency, clarity,
and effectiveness within the Dire Dawa Administration City Manager Office.
- Measurement: Questionnaires were conducted to gauge the perceived and
actual communication practices among employees and leaders.
2. Cultural and Contextual Factors:
- Parameters: Cultural nuances, linguistic diversity, and contextual influences
shaping communication within the organization.
- Measurement: In-depth qualitative analysis through questionnaires, exploring
how cultural and contextual factors impact communication.
3. Organizational Performance:
- Parameters: Operational efficiency, employee satisfaction, and achievement of
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organizational goals.
- Measurement: Objective assessments of goal attainment was made to
measure organizational performance of Dire Dawa Administration City Manager
Office.
Conceptual Boundaries:
The study focuses on the interplay between communication practices, cultural
contextual factors, and organizational performance within the Dire Dawa
Administration City Manager Office. However, it does not delve into broader
external factors unrelated to the immediate organizational context.
Temporal Scope:
The study covers a specific timeframe to capture a snapshot of communication
practices and organizational performance. The temporal scope scope was be
clearly defined in terms of the data collection period.
Geographical Scope:
The geographical scope is limited to the Dire Dawa Administration City Manager
Office, acknowledging that communication dynamics may vary across different
administrative contexts.
Population Focus:
The primary focus is on employees and leaders within the Dire Dawa City
Manager Office, ensuring a targeted examination of communication practices
and their impact on organizational performance.
By delineating these conceptual boundaries and specifying parameters of
measurement, the study aims to provide a nuanced understanding of the factors
influencing effective communication and organizational performance within the
specified scope of the Dire Dawa Administration City Manager Office.
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1.8 Organization of the Paper
This paper is organized in five chapters. Chapter one deals with introductory part
which discussion of the basic ideas and general picture of the study , background of
the study , statement of the problem , research question , objectives of the study,
significance of the study , scope of the study Chapter two deals with the theoretical
background of related literature reviews and empirical reviews , this part of the
proposal classify the definition and overviews of the impact of effective
communication on organizational performance and the third chapter is about
research methodology of the study , which is description of the study organization ,
research design , the required data like types and sources of data , data collection
methods (tool and technique) , population and sampling (sampling technique and
sampling size) , data analysis method and finally to prepare budget and time
schedule. The fourth chapter is on Data Presentation and Analysis devoted to the
presentation of the research findings of the study and their interpretation. The fifth
chapter is about summary of the findings conclusions recommendations and
suggestions for futher research.
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CHAPTER TWO
REVIEW OF RELATED LITERATURES
2.1 Introduction
In this section we are going to review of related literatures to the study objectives
and variables of interest of our study. It contains updated theoretical literature and
past empirical scholarly findings related to our objectives.
2.2 Review of Related Literatures

Meaning of Intra-organizational communication: Intra-organizational
communication is the exchange of information within an organization,
encompassing formal channels (such as memos and reports) and informal
interactions (like meetings and conversations) to facilitate effective coordination
and collaboration (Shockley-Zalabak, 2015).
Intra-organizational communication refers to the flow of information and messages
within an organization, encompassing both top-down and horizontal exchanges
between various stakeholders (e.g., leaders, employees, departments). Effective
communication is crucial for ensuring clarity, transparency, and coordinated action,
ultimately influencing organizational performance (Argenti, 2008; Cameron et al.,
2014).
Relationship Between Intra-Organizational Communication and
Organizational Performance: Research consistently highlights the crucial link
between intra-organizational communication and organizational performance.
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Robbins and Judge (2017) emphasize that clear communication enhances
employee engagement and overall efficiency, contributing to organizational success.
This connection is vital for achieving organizational goals and maintaining a
cohesive work environment.
Extensive research underscores the positive relationship between effective
communication and organizational performance. Studies suggest that clear and
transparent communication fosters employee engagement, reduces
misunderstandings, and streamlines decision-making, leading to improved
efficiency, productivity, and innovation (Noe et al., 2014; Kim et al., 2020).
Additionally, effective communication builds trust and fosters collaboration,
enhancing employee satisfaction and ultimately impacting customer service and
organizational reputation.
Theoretical Explanation about Models/Methods of Intra-Organizational
Communication: The Systems Theory provides a theoretical framework for
understanding intra-organizational communication by viewing organizations as
dynamic systems with interconnected parts (Littlejohn & Foss, 2009).
Communication Accommodation Theory (Giles & Coupland, 1991) explains how
individuals adjust their communication styles to align with organizational norms.
These theories contribute to comprehending the complex dynamics of
communication within organizational structures.
Several theoretical models explain the link between communication and
performance. The Communication-Coordination Theory emphasizes the role of
communication in aligning individual efforts towards shared goals, leading to
improved performance. The Knowledge Sharing Theory highlights how open
communication facilitates knowledge exchange and learning within the
organization, ultimately enhancing innovation and performance. Various methods
assess intra-organizational communication effectiveness. Communication audits
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evaluate communication channels, content, and processes (Goldstein, 2012).
Employee surveys gauge perceptions of communication clarity, transparency, and
frequency (Aselage & Gibson, 2017). Social network analysis maps communication
flows and identifies potential bottlenecks (Cross et al., 2004).
Empirical Findings Related to objectives of the study:
1. Assessing Current State of Communication Practices in Dire Dawa
Administration City Manager Office:
- Research by Smith et al. (2020) indicates that organizations fostering transparent
communication channels experience higher levels of employee satisfaction and
increased productivity. Understanding these practices aligns with the general
objective of assessing the current state of communication practices within the Dire
Dawa Administration City Manager Office.
Examining communication channels, frequency, clarity, and openness within the
Administration will reveal strengths and weaknesses in current practices. Studies
like Kim et al. (2020) and Noe et al. (2014) offer frameworks for such assessments.
Understanding the existing communication landscape within the Dire Dawa
Administration City Manager Office is the first step. Studies exploring
organizational communication practices often utilize frameworks like Goldstein's
(2012) communication audit which assesses channels, content, and processes.
Additionally, employee surveys (e.g., Aselage & Gibson, 2017) can gauge
perceptions of clarity, transparency, and frequency of communication within the
organization. Applying these methods in the context of Dire Dawa Administration
City Manager Office will reveal strengths and weaknesses in current practices,
informing recommendations for improvement.
2. Assessing Influence of Cultural and Contextual Factors on communication
dynamics within the organizational setting of Dire Dawa Administration City
Manager Office: Hofstede's Cultural Dimensions Theory (Hofstede, 1980) provides
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insight into how cultural factors impact communication. Chen and Starosta (2000)
stress the importance of considering cultural nuances in organizational
communication strategies. These findings align with the specific objective of
assessing the influence of cultural and contextual factors on communication
dynamics in Dire Dawa Administration City Manager Office.
The hierarchical structure, cultural values, and communication preferences in Dire
Dawa Administration City Manager Office likely influence communication
dynamics. Studies like Chen (2010) and Hofstede (2001) provide frameworks for
analyzing cultural influences on communication.
Dire Dawa Administration City Manager Office unique cultural and organizational
setting significantly influences communication dynamics. Investigating these
factors requires frameworks like Chen's (2010) analysis of intercultural
communication competence. This framework explores how cultural values,
communication styles, and power dynamics shape interactions within
organizations. Additionally, Hofstede's (2001) cultural dimensions can help
understand how national cultures, like Ethiopia's, influence communication
preferences and expectations. Analyzing these factors within Dire Dawa
Administration City Manager Office hierarchical structure and organizational
culture will shed light on potential communication barriers and inform culturally
sensitive communication strategies.
3. Perceived Impact of Effective Communication on organizational
performance of Dire Dawa Administration City Manager Office: Wang and
Tang's (2017) study reveals a positive correlation between perceived effective
communication and organizational commitment. This finding aligns with the
specific objective of determining the perceived impact of effective communication
within the context of the Dire Dawa Administration City Manager Office.
Understanding how leaders perceive the impact of communication on performance
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(transparency, efficiency, satisfaction) is crucial. Quantitative surveys (e.g., Aselage
& Gibson, 2017) and qualitative interviews can capture these perceptions.
Measuring the impact of communication on performance necessitates defining
relevant performance indicators. Transparency and accountability can be assessed
through public perception surveys, information availability, and grievance redressal
mechanisms. Efficiency and effectiveness can be evaluated through timeliness,
resource utilization, and project completion rates. Employee satisfaction and
engagement can be measured through surveys, absenteeism rates, and productivity.
Finally, citizen satisfaction and trust can be gauged through surveys, public
participation in decision-making, and complaint resolution rates. Examining these
indicators will provide a comprehensive understanding of the relationship between
communication and performance in Dire Dawa Administration City Manager Office.
The theoretical and empirical studies reviewed provide a strong foundation for
examining the impact of communication on performance within the Dire Dawa City
Administration. By assessing the current state of communication practices,
understanding the influence of cultural and contextual factors, and evaluating the
perceived impact of effective communication, this study can offer valuable insights
specific to the context of Dire Dawa Administration City Manager Office.
While existing research demonstrates the importance of communication, limited
studies explore its impact on public sector organizations in developing countries
like Ethiopia. Additionally, no known research delves specifically into the
communication dynamics within the Dire Dawa City Administration City Manager
Office. This study addresses this gap by examining how current communication
practices, influenced by cultural and contextual factors, impact organizational
performance in Dire Dawa.
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By analyzing these variables and drawing upon relevant theoretical frameworks
and empirical research, this study aims to make a significant contribution to
understanding the intricate relationship between communication and performance
in the Dire Dawa City Administration. The findings will not only inform
recommendations for improvement within the organization but also contribute to
the broader understanding of public sector communication in developing contexts.
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
In this chapter we are going to address the description of the study organization,
research design, the required data like types and sources of data , data collection
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methods(tool and technique) , population and sampling (sampling technique and
sampling size) , data analysis method , work plan and required budget.
3.2 DESCRIPTION OF THE STUDY ORGANIZATION

The Dire Dawa Administration City Manager Office is situated in the vibrant city of
Dire Dawa, known for its strategic location in eastern Ethiopia. Dire Dawa is one of
the two chartered cities in Ethiopia, alongside the capital, Addis Ababa. Dire Dawa
is both a city and an administrative region, with a special status that gives it a
degree of autonomy from the surrounding region of Harari and the Somali region.
The city has its own municipal government and is responsible for its own
administration, development, and governance.
The city is a major economic hub in eastern Ethiopia, serving as a key center for
trade, commerce, and industry. It is strategically located along major transportation
routes, including the Addis Ababa-Djibouti Railway and the Addis Ababa-Djibouti
highway, making it an important transit point for goods entering and leaving
Ethiopia. The city's economy is driven by various industries, including
manufacturing, agro-processing, and trade, with a significant focus on the export
and import of goods.
Dire Dawa is known for its diverse population, with a mix of different ethnic groups
and cultures. The city is home to people from various backgrounds, including
Oromo, Somali, Amhara, and Harari, among others. This diversity contributes to the
city's rich cultural heritage and vibrant social fabric. The city is also known for its
religious diversity, with followers of Islam, Christianity, and other faiths coexisting
peacefully.
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The city is home to various educational institutions, including universities, colleges,
and schools, providing access to education for its residents. Dire Dawa also has
several healthcare facilities, including hospitals and clinics, to cater to the medical
needs of its population. The city's infrastructure includes modern amenities such as
paved roads, electricity, and water supply systems.
Dire Dawa has a rich history and is known for its architectural heritage, with
buildings that reflect its colonial past and traditional Ethiopian styles. The city has
several landmarks and cultural sites that attract tourists and visitors interested in
exploring its history and culture. Additionally, Dire Dawa hosts various cultural
events and festivals that showcase the traditions and customs of its diverse
population.
The city administration plays a crucial role in governing Dire Dawa, overseeing
various aspects of urban management, public services, and local development. It is
responsible for implementing policies and programs to address the needs of the
city's residents, including infrastructure development, social services, and
economic initiatives. The administration also works to promote investment and
business opportunities in the city to support its economic growth.
In recent years, Dire Dawa has seen significant urban development and expansion,
with ongoing efforts to improve its infrastructure, public services, and living
standards. The city administration has been focused on addressing urban
challenges such as housing, transportation, waste management, and environmental
sustainability. It has also been working to enhance governance and civic
participation through initiatives aimed at engaging citizens in decision-making
processes.
18
As the administrative hub, it plays a pivotal role in overseeing and coordinating
various municipal functions. The city's administrative status involves managing
essential services, infrastructure development, and community welfare programs.
Dire Dawa, characterized by its diverse socio-economic landscape, encompasses a

mix of urban and suburban areas. The city's population comprises a dynamic blend
of cultural and ethnic backgrounds, contributing to a rich social fabric. Its economic
activities span from trade and commerce to industry, reflecting the city's
significance in the regional economy.
The Dire Dawa Administration City Manager Office serves as the nucleus of
governance, responsible for policy implementation, resource allocation, and
fostering community development. Understanding the communication dynamics
within this administrative context will shed light on the potential impact of effective
communication on organizational performance.
Socio-Economic Characteristics:
Population: Approximately 524,234 (2020 estimate).
Diverse population with various ethnic groups, primarily Oromo and Amhara.
Important commercial and industrial center in Ethiopia. Known for its textile
industry, coffee export, and trade sector. Faces challenges related to poverty,
unemployment, and infrastructure development.
Dire Dawa Administration City Manager Office:

Responsible for the day-to-day operations of the city administration.
Oversees various departments like finance, education, health, public works, and
sanitation.
Manages human resources, budgets, and implementation of city policies.
19
Plays a crucial role in communication between the Mayor's Office, City Council, and
various stakeholders.
The Dire Dawa Administration City Manager Office is a key administrative body
responsible for overseeing and managing the affairs of Dire Dawa, a vibrant city
located in eastern Ethiopia.
As the central hub of governance, this office plays a pivotal role in shaping the city's
development, policy implementation.
3.3 RESEARCH DESIGN
The study adopts a mixed-methods research design, employing both quantitative

and qualitative methods to empirically assess the impact of effective
Administration City Manager Office. The research utilizes a mixed-methods
approach, leveraging both quantitative and qualitative data collection techniques.
This combined approach is crucial for obtaining a holistic perspective on the
complex relationship between communication and performance.
Justification for Quantitative Method:
Objectivity and Standardization: Quantitative data collection, primarily through
questionnaires, allows for standardized and objective responses. This enables
statistical analysis and identification of broader trends within the organization.
Measurable Variables: Communication and performance can be operationalized
into measurable variables using surveys. For instance, communication clarity,
frequency, and openness can be assessed, alongside performance metrics like
employee satisfaction, productivity, and goal achievement.
Quantitative Relationships: Statistical analysis, such as correlation and
regression, can reveal quantitative relationships between different communication
20
characteristics and their impact on performance measures.
Justification for Qualitative Method:
Rich Context and Nuances: Qualitative data, gathered through questionnaire,
allows for in-depth exploration of individual experiences, perceptions, and
contextual factors affecting communication practices. This unveils nuances and
deeper insights often missed by quantitative methods.
Understanding Challenges and Successes: Questionnaires provide detailed
accounts of specific communication challenges faced within the organization,
alongside examples of positive communication practices contributing to successes.
Uncovering Underlying Dynamics: Qualitative methods delve into organizational
culture, leadership styles, and interpersonal relationships, which significantly
influence communication dynamics and ultimately impact performance.
3.4 REQUIRED DATA

3.4.1 TYPES OF DATA
1. Quantitative Data:
- Communication Effectiveness Indicators: Numeric data reflecting
communication channels, frequency, and perceived effectiveness among employees.
- Justification: Quantitative measures of communication effectiveness help
quantify the impact of communication strategies on organizational dynamics. This
data aids in identifying patterns and correlations that contribute to the overall
assessment.
2. Qualitative Data:
- Employee Perceptions and Experiences: Narrative insights into employees'
subjective experiences and perceptions regarding communication within the
organization of Dire Dawa Administration City Manager Office.
- Justification: Qualitative data provides depth and context to understand the
21
nuances of communication. It allows for exploration of the qualitative aspects of
communication impact, contributing to a comprehensive understanding.
- Contextual Factors Affecting Communication: Qualitative information on
organizational culture, leadership styles, and contextual factors influencing
communication.
- Justification: Exploring contextual factors qualitatively helps in understanding
the intricacies of how communication operates within the organizational setting.
This insight is crucial for interpreting quantitative findings in a real-world context.
- Suggestions for Improvement: Open-ended responses capturing employees'
suggestions and insights on how communication can be enhanced.
- Justification: Qualitative data on improvement suggestions provides actionable
insights for organizational leaders. This input helps in developing targeted
strategies to enhance communication and, consequently, organizational
performance.
Overall Justification:
The mixed-methods approach combining quantitative and qualitative data is
appropriate for this study as it allows for a comprehensive investigation into the
impact of effective communication on organizational performance. Quantitative
data provides measurable indicators for statistical analysis, while qualitative data
offers depth and context, enriching the understanding of the complex dynamics
within the Dire Dawa Administration City Manager Office. This combination
ensures a robust and holistic evaluation of the study objectives.
3.4.2 SOURCE OF DATA
1. Quantitative Data:
- Structured Questionnaires: Administering quantitative questionnaires to
employees across various departments within the organization.
- Justification: Questionnaires provide a systematic and standardized way to
22
collect quantitative data on communication effectiveness and its perceived impact
on organizational performance. This method ensures consistency and facilitates
statistical analysis.
2. Qualitative Data:
- Open-ended Questionnaire Responses: Analyzing qualitative responses from
open-ended sections within the questionnaires, capturing employees' perceptions
and experiences related to communication.
- Justification: Open-ended questionnaire responses offer rich qualitative insights,
allowing for a nuanced understanding of employee perspectives. This source
complements the quantitative data, providing depth to the assessment.
- Closed-ended Questionnaire Responses: Analyzing qualitative responses from
close-ended sections within the questionnaires, capturing employees' perceptions
and experiences related to communication.
- Justification: Closed-ended questionnaire responses provide structured and
quantifiable data, allowing for statistical analysis of specific aspects related to
communication effectiveness and organizational performance. The use of
predefined response options ensures consistency in data collection, making it
suitable for numerical measurements and comparisons.
Overall Justification:
The chosen sources align with the mixed-methods approach and questionnaire
method, ensuring a balanced and comprehensive data collection strategy.
Leveraging organizational records and databases offers structured quantitative
data, while questionnaires, interviews, and focus group discussions capture the
qualitative insights needed to empirically assess the impact of effective
23
3.5 DATA COLLECTION METHODS
1. Quantitative Data Collection:

- Data Collection Tool: Structured Questionnaires (Closed-ended)
- Data Collection Technique: Paper surveys with predefined response options to
employees across various departments within the Dire Dawa Administration City
Manager Office.
Justification:
- Appropriateness: Closed-ended questionnaires provide a structured and
standardized means of collecting quantitative data. With predefined response
options, this tool is suitable for assessing specific aspects of communication
effectiveness and organizational performance in a uniform manner. The structured
format facilitates statistical analysis, allowing for the measurement and comparison
of numerical data.
2. Qualitative Data Collection:
- Data Collection Tool: Structured Questionnaires (Open-ended sections)
- Data Collection Technique: Including open-ended questions within the
questionnaire to capture narrative insights from employees.
Justification:
- Appropriateness: Open-ended sections within structured questionnaires offer a
controlled yet flexible approach to gathering qualitative data. This tool allows
employees to express their experiences and perceptions in their own words,
providing rich qualitative insights. The structured nature ensures consistency,
making it appropriate for the study's objective of empirically assessing the impact
of effective communication.
Overall:
By combining structured questionnaires with both closed-ended and open-ended
sections, this mixed-methods approach aligns with the research design. It allows for
24
a systematic collection of quantitative data through closed-ended questions while
also capturing the depth and context of employee experiences through open-ended
questions. This balanced approach ensures a comprehensive exploration of the
impact of effective communication on organizational performance within the Dire
3.6 POPULATION AND SAMPLING
3.6.1 SAMPLING TECHNIQUE AND SAMPLE SIZE
Sampling Method:
- Total Population: All employees working within the Dire Dawa Administration
City Manager Office 73 employees.
- Study Sample Size: 15 employees will be selected for participation in the study.
- Sampling Technique: Simple Random Sampling.
Justification:-
- Representativeness: Simple Random Sampling is chosen for its fairness and
unbiased nature. It ensures that each member of the total population has an equal
chance of being included in the study sample. This method is appropriate when the
goal is to achieve a representative sample that accurately reflects the diversity of
the entire population.
- Mixed-Methods Approach: The use of simple random sampling aligns with the
mixed-methods research design, providing a representative group of employees for
both quantitative and qualitative data collection through structured and open-
ended questionnaires. This approach ensures that the study's findings are
applicable to the broader population within the Dire Dawa Administration City
Manager Office.
- Sample Size Justification: A sample size of 15 is chosen for practical reasons,
ensuring manageable data collection within the scope of the study. The use of
25
mixed methods allows for depth and richness in the qualitative data, even with a
smaller sample size, while still providing enough diversity for meaningful insights.
- Generalization: The sample, although small, aims to capture a diverse
representation of employees, allowing for insights that can be generalized to the
broader organizational context. The random selection ensures that the sample is
not biased, enhancing the external validity of the study's findings.
Overall:
The combination of a simple random sampling technique with a sample size of 15
employees is designed to balance practical considerations with the need for
representative and unbiased data. This approach ensures the study's findings are
applicable to the broader organizational setting of the Dire Dawa Administration
City Manager Office.
3.7 DATA ANALYIS METHOD
The raw data gather from the target respondent was analyzed by both quantitative and
qualitative statistics to compare the different response. The study used table to analyze the data.
Since my objective of my study is to empirically assess the impact of effective communication on
organizational performance within the Dire Dawa Administration City Manager Office , the data
analysis method and tool was more or less theoretical. Therefore, I used qualitative data analysis
method and tool. If necessary in some case like calculating mean , I used quantitative method and
tool of data analysis.
26
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 Introduction
This chapter is devoted to the presentation of the research findings of the study and
their interpretation. The findings from each of the research objectives were
summarized in tabular form, and then the summary results were analyzed using
frequencies and percentages.
4.2 Questionnaires Return Rate

The research targeted a total of 15 respondents. The response rate achieved was
100 percent and it was considered adequate in providing a relatively valid and
reliable representation of the target population.
4.3 Demographic Information of the Respondents

Demographic information of the respondents was found important because they
play
an important role in the day-to-day running of the organization in Dire Dawa
4.3.1 Gender of the Respondents

The study sought to find out the composition of respondents in terms of age and
gender. The frequency counts of the responses were done and their percentages
calculated. Table 1. presents data on the gender of the respondents.
Table 1: Gender of the Respondents

Gender Frequency Percentage
Male 13 86.67%
27
Female 2 13.33%
Total 15 100%
The table reveals that the organization comprises 13 male employees, constituting
86.67% of the total workforce, and 2 female employees, accounting for 13.33%. The
overall employee count sums up to 15 individuals, representing a comprehensive
snapshot of the organizational composition. Notably, this breakdown facilitates a
clear understanding of the gender distribution within the office. The majority
presence of male employees, at 86.67%, suggests a gender imbalance, prompting
further exploration into potential implications for workplace dynamics and
organizational culture.
4.3.2 Age of the Respondents

The study also sought to find the age of the respondents. The frequencies were
computed and percentages calculated. The results are presented in Table 2.
Table 2: Age of the Respondents

Age Frequency Percentage
18-25 4 26.67%
26-30 10 66.67%
31-41 1 6.67%
41-50 - -
Above 50 - -
Total 15 100%
Table 2 outlines the age distribution of respondents within the Dire Dawa
Administration City Manager Office, shedding light on the demographic
composition. Among the respondents, a significant portion falls within the age
28
bracket of 26-30, with a frequency of 10, constituting 66.67% of the total. The age
group 18-25 follows closely behind, representing 26.67% of the respondents with a
frequency of 4. Meanwhile, individuals aged 31-41 make up a smaller segment, with
a frequency of 1 and a percentage of 6.67%. Notably, there are no respondents
reported in the age categories of 41-50 and above 50. This distribution underscores
the predominant presence of respondents in the mid-range of the age spectrum,
warranting consideration of generational dynamics in the subsequent analysis of
effective communication's impact on organizational performance. The
comprehensive overview provided by Table 2 establishes a foundation for
understanding the age-related nuances that may influence communication patterns
and, consequently, organizational dynamics within the specified context.
4.3.3 Qualifications
The researcher also sought out information on Qualifications of the Dire Dawa
Administration City Manager Office Employees. The information gathered was
computed using frequencies and percentages as shown in Table 3.
Table 3: Qualifications
Qualification Frequency Percentage
Less than grade 12 - -
Complete grade 12 or 1 6.67%
Diploma
First Degree 13 86.67%
Above 1 6.67%
Total 15 100%
Table 3 illuminates the educational qualifications of employees at the Dire Dawa
Administration City Manager Office, offering valuable insights into the workforce
29
composition. Notably, there are no employees reported with educational
attainment below grade 12, indicating a workforce possessing at least a high school
diploma. The majority of respondents, accounting for 86.67%, hold a First Degree,
demonstrating a prevalence of higher education qualifications among the staff.
Furthermore, one respondent, constituting 6.67%, holds qualifications categorized
as "Above" a First Degree. This distribution underscores the significance of
academic credentials within the organizational context and suggests a well-
educated workforce.
4.3.4 Work Experience

The study also sought to find the work experience of employees in Dire Dawa
Administration City Manager Office. The frequencies were computed and
percentages calculated. The results are presented in Table 4.
Table 4: Work Experience

Work Experience Frequency Percentage
Less than 5 years 9 60%
5-10 years 5 33.33%
11-15 years 1 6.67%
16-30 years - -
Above - -
Total 15 100%
Examining Table 4 detailing the work experience of employees at the Dire Dawa
Administration City Manager Office, a discernible pattern emerges. A significant
proportion of the workforce, comprising 60%, possesses less than 5 years of work
experience, indicating a relatively youthful and potentially dynamic professional
cohort. The category of 5-10 years of experience follows, representing 33.33% of
30
the respondents with a frequency of 5. Notably, there is a minimal representation in
the 11-15 years bracket, constituting 6.67% with a frequency of 1, while there are
no reported cases of employees with 16-30 years or above of work experience. This
distribution underscores the prevalence of relatively early to mid-career
professionals within the organization.
4.5 Data Analysis

Data analysis was done by the researcher answering the following research
questions:
Research Question 1: What are the existing communication practices within the
Dire Dawa Administration City Manager Office?
Research Question 2: How do cultural and contextual factors influence
communication dynamics within the organizational setting of Dire Dawa
Research Question 3: What implications (positive or otherwise) that the current
intra-organization communication approach has on organizational performance of
Dire Dawa Administration City Manager Office?
Research Question 4: What should be done so as to ensure effective intra-
organizational communication for effective organizational performance of Dire
Dawa Administration City Manager Office?
31
4.6 Communication Practices within the Dire Dawa Administration City Manager
Office
4.6.1 Communication Channels used in Dire Dawa Administration City Manager
Office
The employees were asked to mention the main channels of communication used in
Dire Dawa Administration City Manager Office. The frequencies were computed and
Table 5: Communication Channels used in Dire Dawa Administration City Manager Office
Communication Frequency Percentage
Channels
Email 4 26.67%
Meetings 5 33.33%
Internal Messaging - -
Platforms
In-person 6 40%
communication
Other - -
Total 15 100%
Analyzing the data from Table 5, which outlines the communication channels
employed by employees in the Dire Dawa Administration City Manager Office, a
diverse range of methods is evident. Meetings emerge as a predominant mode, with
a frequency of 5, constituting 33.33% of the total responses. In-person
communication closely follows, representing 40% with a frequency of 6. Email
usage accounts for 26.67%, showcasing the continued significance of digital
communication in the workplace. Notably, there are no reported instances of
utilizing internal messaging platforms or other channels. The prevalence of
meetings and in-person communication suggests a preference for direct, interactive
32
forms of interaction within the organizational setting.
4.6.2 Employees rating for the current communication channels within Dire Dawa
The researcher was also interested in Employees rating for the current
communication channels within Dire Dawa Administration City Manager Office.
The researcher the collected data and analyzed in form of frequencies and
percentages as shown in Table 6.
Table 6: Employees rating for the current communication channels within Dire Dawa
Employees ratings Frequency Percentage
Excellent 2 13.33%
Good 4 26.67%
Average 1 6.67%
Poor 8 53.33%
Total 15 100%
Examining the data from Table 6, which encapsulates employees' ratings of the
current communication channels within the Dire Dawa Administration City
Manager Office, a notable variation in perceptions becomes evident. A significant
portion of employees, constituting 53.33%, rated the existing communication
channels as "Poor," indicating a perceived deficiency in the effectiveness of current
communication methods. Conversely, 26.67% of respondents deemed the channels
as "Good," and 13.33% rated them as "Excellent," demonstrating a positive
perception among a smaller segment of the workforce. Additionally, 6.67% rated
the communication channels as "Average." These varied assessments highlight the
need for a comprehensive exploration of the factors contributing to both positive
and negative perceptions of communication within the organization.
33
4.6.3 How often do employees receive clear and timely communication from
organizational leaders.
Employees were asked how often they receive clear and timely communication
from organizational leaders and their responses were recorded in Table 7.
Table 7: How often do employees receive clear and timely communication from
organizational leaders.
Responses Frequency Percentage
Very often 1 6.67%
Often 2 13.33%
Occasionally 11 73.33%
Rarely 1 6.67%
Total 15 100%
Analyzing the responses in Table 7 to the question regarding the frequency of clear
and timely communication from organizational leaders within the Dire Dawa
Administration City Manager Office, a predominant trend emerges. The majority of
employees, constituting 73.33%, indicated receiving communication "Occasionally,"
suggesting a perceived irregularity in the clarity and timeliness of messages from
leadership. Meanwhile, 13.33% reported receiving communication "Often," and a
smaller segment, 6.67%, noted receiving it "Very Often." On the flip side, 6.67% of
respondents expressed receiving communication "Rarely." These findings
underscore a potential gap in consistent and transparent communication from
organizational leaders. This insight is crucial for the overarching investigation into
the impact of effective communication on organizational performance, as it
highlights the need to address and enhance the frequency and clarity of
communication from leadership within the specified context of Dire Dawa
34
4.6.4 How accessible are communication channels for employees within Dire Dawa
Employees were asked how accessible are communication channels within Dire
Dawa Administration City Manager Office and their responses were recorded in
Table 8.
Table 8: How accessible are communication channels for employees within Dire Dawa
Highly accessible 4 26.67%
Moderately accessible 8 53.33%
Slightly accessible 1 6.67%
Not accessible at all 2 13.33%
Total 15 100%
Examining the data presented in Table 8, which gauges employees' perceptions of
the accessibility of communication channels within the Dire Dawa Administration
City Manager Office, a diverse range of sentiments is apparent. A significant
proportion, constituting 53.33% of respondents, perceives the channels as
"Moderately Accessible," suggesting a satisfactory but potentially improvable
accessibility level. Meanwhile, 26.67% of employees find the channels to be "Highly
Accessible," indicating a positive assessment of the ease of access. On the contrary, a
smaller fraction, 6.67%, considers the channels "Slightly Accessible," while an equal
percentage, 13.33%, deems them "Not accessible at all." These findings highlight a
varied landscape of accessibility perceptions among employees, indicating
potential areas for improvement.
4.6.5 The Extent of Communication Practices supporting effective information flow

within Dire Dawa Administration City Manager Office.
35
Employees were asked the extent of communication practices supporting effective
information flow within Dire Dawa Administration City Manager Office and their
responses were recorded in Table 9.
Table 9: The Extent of Communication Practices supporting effective information flow

within Dire Dawa Administration City Manager Office.
To a great extent 1 6.67%
To a moderate extent 6 40%
To a slight extent 8 53.33%
Not at all - -
Total 15 100%
Reviewing the data in Table 9, which explores employees' perceptions regarding
the extent of communication practices supporting effective information flow within
the Dire Dawa Administration City Manager Office, a notable trend emerges. The
majority of respondents, accounting for 53.33%, believe that communication
practices support information flow "To a slight extent." Additionally, 40% of
employees perceive the communication practices to be of "Moderate extent,"
indicating a more balanced viewpoint. Interestingly, 6.67% feel that communication
practices support information flow "To a great extent." Remarkably, there are no
reported instances of employees perceiving communication practices as having no
impact at all.
4.7 Influence of Cultural and Contextual Factors on Communication Dynamics

4.7.1 The impact of language diversity on communication within the Dire Dawa
The employees were asked the impact of language diversity on communication within
36
Dire Dawa Administration City Manager Office. The frequencies were computed and
Table 10: The impact of language diversity on communication within the Dire Dawa
Positively 5 33.33%
Negatively 10 66.67%
No significant impact - -
Not applicable - -
Total 15 100%
Examining the data in Table 10, which captures employees' perspectives on the im-
pact of language diversity on communication within the Dire Dawa Administration
City Manager Office, a clear pattern emerges. A majority of respondents, constitut-
ing 66.67%, perceive language diversity to have a negative impact on communica-
tion. In contrast, 33.33% of employees believe that language diversity has a positive
influence on communication. Interestingly, no respondents indicated that language
diversity has no significant impact, and the "Not applicable" category received zero
responses. These findings underscore a substantial concern among employees re-
garding the potential challenges posed by language diversity in the workplace.
4.7.2 The Extent of Cultural nuances affecting communication within Dire Dawa
Employees were asked the extent of Cultural nuances affecting communication
within Dire Dawa Administration City Manager Office and their responses were
recorded in Table 11.
Table 11: The Extent of Cultural nuances affecting communication within Dire Dawa
37
To a great extent 15 100%
To a moderate extent - -
To a slight extent - -
Not at all - -
Total 15 100%
Examining the data in Table 11, which explores employees' perspectives on the
extent of cultural nuances affecting communication within the Dire Dawa
Administration City Manager Office, a distinct and noteworthy pattern emerges. All
respondents, constituting 100%, perceive cultural nuances to impact
communication "To a great extent." This unanimous agreement underscores the
significance attributed to cultural factors in shaping communication dynamics
within the organization. The absence of responses in the categories indicating a
lesser impact suggests a consensus among employees regarding the substantial
influence of cultural nuances on communication. These findings underscore the
need for a thorough examination of cultural dimensions and their implications for
effective communication strategies within the specific context of Dire Dawa
4.7.3 Is there a preferred language used for official communication within Dire
Employees were asked whether there is a preferred language used for official
communication within Dire Dawa Administration City Manager Office and their
responses were recorded in Table 12.
38
Table 12: Is there a preferred language used for official communication within Dire Dawa

Yes 15 100%
No - -
Total 15 100%
Analyzing the data in Table 12, which explores employees' responses to the
question of whether there is a preferred language for official communication within
the Dire Dawa Administration City Manager Office, a clear consensus emerges. All
respondents, representing 100%, affirm the existence of a preferred language for
official communication. The absence of any "NO" responses indicates a uniform
understanding among employees that a specific language is preferred for official
communications within the organization. This unanimity highlights a structured
approach to language usage, potentially contributing to standardized and effective
communication practices.
4.7.4 Whether employees are receiving any training on cross-cultural

communication in the workplace
Employees were asked whether they are receiving any training on cross-cultural
communication in the workplace and their responses were recorded in Table 13.
Table 13: Whether employees are receiving any training on cross-cultural communication in
the workplace.
Yes 3 20%
No 12 80%
39
Total 15 100%
Examining the data in Table 13, which explores employees' responses to whether
they receive training on cross-cultural communication in the workplace at the Dire
Dawa Administration City Manager Office, a notable trend is evident. The majority
of respondents, comprising 80%, indicate that they are not currently receiving any
training on cross-cultural communication. In contrast, 20% of employees report
receiving such training. These findings suggest that there may be an opportunity for
the organization to enhance its focus on cross-cultural communication training,
given the significant majority without current exposure to such programs.
4.7.5 The Extent of external factors influencing the communication dynamics i

n the working environment.
Employees were asked the extent of external factors influencing the communication
dynamics in the working environment in Dire Dawa Administration City Manager
Office and their responses were recorded in Table 14.
Table 14: The Extent of external factors influencing the communication dynamics in the working
environment.
Minimally 1 6.67%
Moderately 3 20%
Considerably 5 33.33%
Extremely 7 46.67%
Total 15 100%
Examining the data in Table 14, which assesses employees' perceptions regarding
the extent of external factors influencing communication dynamics in the working
environment at the Dire Dawa Administration City Manager Office, a diverse range
of responses emerges. A significant portion, constituting 46.67%, believes that
40
external factors exert an "Extremely" influential impact on communication.
Furthermore, 33.33% of respondents perceive external factors to have a
"Considerable" impact, while 20% attribute a "Moderate" influence. A smaller
fraction, 6.67%, feels that external factors impact communication dynamics only
"Minimally." These findings underscore a general acknowledgment among
employees of the substantial impact of external factors on communication within
the organization.
4.8 Perceived Impact of Effective Communication on Organizational Performa

nce
4.8.1 How has effective communication positively influenced teamwork withi

n Dire Dawa Administration City Manager Office?
The employees were asked how has effective communication positively influenced
teamwork within Dire Dawa Administration City Manager Office. The frequencies were
computed and percentages calculated. The results are presented in Table 15.
Table 15: How has effective communication positively influenced teamwork within Dire
Greatly 13 86.67%
Moderately 1 6.67%
Slightly 1 6.67%
Not at all - -
Total 15 100%
41
The data presented in Table 15 illustrates the significant impact of effective com-
munication on teamwork within the Dire Dawa Administration City Manager Office.
Remarkably, 86.67% of respondents reported that effective communication greatly
influenced teamwork. This overwhelming majority suggests that clear and open
channels of communication foster collaboration and cohesion among employees,
ultimately enhancing the collective productivity and performance of the organiza-
tion. Additionally, the negligible percentages of respondents reporting moderate or
slight influence, coupled with a complete absence of those indicating no influence,
further underscore the pivotal role of effective communication in promoting a har-
monious and efficient work environment. These findings emphasize the importance
of prioritizing and nurturing effective communication strategies within organiza-
tional frameworks to optimize overall performance and achieve common objec-
tives.
4.8.2 How well do you feel your current communication practices contribute
to a positive work environment?
Employees were asked about how well do they feel regarding their current
communication practices contributing to a positive work environment in Dire Dawa
Administration City Manager Office and their responses were recorded in Table 16.
Table 16: How well do you feel your current communication practices contribute to a positive
work environment.
Very well - -
Somewhat well - -
Neutral 3 20%
42
Somewhat poorly 4 26.67%
Very poorly 8 53.33%
Total 15 100%
The data presented in Table 16 offers insights into employees' perceptions regard-
ing the contribution of current communication practices to a positive work environ-
ment within the Dire Dawa Administration City Manager Office. Notably, a majority
of respondents, totaling 53.33%, expressed feeling that the current communication
practices contribute very poorly to fostering a positive work environment. Addi-
tionally, 26.67% of respondents indicated feeling that communication practices
somewhat poorly contribute to a positive work environment. Conversely, no re-
spondents reported feeling that communication practices contribute very well or
somewhat well. This distribution of responses suggests a significant dissatisfaction
among employees with the existing communication methods within the organiza-
tion, highlighting potential areas for improvement. The presence of neutral re-
sponses, comprising 20% of the total, indicates a lack of strong sentiment towards
either positive or negative perceptions of current communication practices. Ad-
dressing the concerns raised by employees regarding communication effectiveness
is crucial for enhancing organizational performance and fostering a more conducive
work environment.
4.8.3 How confident are you that the current communication practices contribute
positively to the accomplishment of organizational objectives?
Employees were asked about how confident are they that the current
communication practices contribute positively to the accomplishment of
organizational objectives in Dire Dawa Administration City Manager Office and
their responses were recorded in Table 17.
43
Table 17: How confident are you that the current communication practices contribute
positively to the accomplishment of organizational objectives?
Very confident - -
Confident - -
Neutral 3 20%
Not confident 5 33.33%
Not confident at all 7 46.67%
Total 15 100%
The data presented in Table 17 sheds light on employees' confidence levels
regarding the contribution of current communication practices to the
accomplishment of organizational objectives within the Dire Dawa Administration
City Manager Office. Strikingly, a significant majority of respondents, comprising
46.67%, expressed feeling not confident at all in the positive contribution of
existing communication practices to organizational objectives. Additionally, 33.33%
of respondents indicated feeling not confident about the effectiveness of
communication practices in this regard. Conversely, no respondents reported
feeling very confident or confident, suggesting a pervasive lack of belief in the
alignment between communication efforts and organizational goals. The presence
of neutral responses, accounting for 20% of the total, indicates a segment of
employees with ambivalent sentiments towards the relationship between
communication practices and organizational objectives.
44
4.9 Recommendations for Improving Communication Practices
4.9.1 What should be done so as to ensure effective intra-organizational
Different responses were made by the employees in the Dire Dawa Administration
City Manager Office. Their recommendations were summarized as follows:-
To improve intra-organizational communication in the Dire Dawa Administration
City Manager Office and ensure effective organizational performance, several key
recommendations can be implemented. First, regular town hall meetings should be
established, allowing the city manager and department heads to disseminate
updates, goals, and initiatives transparently across all employees. Second,
implementing a digital communication platform like Slack or Microsoft Teams can
facilitate real-time collaboration and information sharing, ensuring accessibility to
important announcements and documents. Third, tailored communication plans for
each department should be created, aligning communication efforts with specific
goals and priorities. Additionally, providing communication training workshops for
managers and employees, encouraging an open-door policy for transparent
communication, establishing feedback mechanisms, and celebrating
communication successes are vital steps. By implementing these recommendations,
the Dire Dawa Administration City Manager Office can enhance communication
effectiveness, leading to improved organizational performance and overall success.
45
CHAPTER FIVE
SUMMARY,CONCLUSIONS,RECOMMENDATIONS AND SUGGESTIONS

5.1 Introduction
In this chapter, the conclusion about the data obtained and analyzed are made.
Specifically, frequency tables and descriptive statistics were used to analyze the
data. The findings are presented in two sections. In the first section, the summary
of the findings are discussed, and the second section comprises the conclusion of
the findings and recommendations.
5.2 Summary of the findings

An examination of communication practices within the Dire Dawa Administration
City Manager Office reveals a disconnect between current methods and employee
needs. While meetings and in-person communication are prevalent, a significant
portion of employees rate the existing channels as poor. This dissatisfaction
coincides with a perceived lack of clarity and timeliness in communication from
leadership. Additionally, concerns regarding language diversity and a lack of cross-
cultural communication training highlight potential cultural barriers.
Despite these challenges, employees overwhelmingly acknowledge the positive
impact of effective communication on teamwork and organizational performance.
The current practices, however, are seen as falling short in fostering a positive work
environment and contributing to achieving organizational objectives.
These findings suggest a clear need for improved communication strategies within
the Dire Dawa Administration City Manager Office. Implementing the employee
recommendations, such as regular town hall meetings, digital communication
46
platforms, and communication skills training, could bridge the current gap and lead
to enhanced performance.
5.2.1 Answers to the Research questions
Research Question 1:
What are the existing communication practices within the Dire Dawa
The Dire Dawa Administration City Manager Office utilizes a combination of
traditional and digital communication methods, with a preference for face-to-face
interaction. Meetings are the most prevalent channel, accounting for a third of
reported methods (33.33%). In-person communication follows closely behind at
40%. Email remains a relevant digital tool, constituting 26.67% of communication
methods. Interestingly, there is no reported use of internal messaging platforms or
other digital channels beyond email.
Despite the prevalence of meetings and in-person communication, a significant
portion of employees (53.33%) rate the existing channels as poor. This highlights a
potential disconnect between the methods used and their perceived effectiveness.
Varying perceptions exist, with some employees rating the channels as good
(26.67%) or excellent (13.33%), but a clear need for improvement is evident.
Accessibility of communication channels also presents a mixed picture. While a
sizeable portion (53.33%) finds them moderately accessible, suggesting room for
enhancement, a quarter of employees (26.67%) perceive them as highly accessible.
However, a combined 13.33% and 6.67% rate accessibility as slight or nonexistent,
indicating potential challenges for some employees.
47
Information flow within the organization appears to be partially hindered by
communication practices. The majority of employees (53.33%) believe these
practices only support information flow to a slight extent. While 40% view them as
moderately effective, only a small fraction (6.67%) considers them highly
supportive. These findings suggest that communication strategies may not be
optimized for seamless information sharing within the Dire Dawa Administration
City Manager Office.
How do cultural and contextual factors influence communication dynamics
within the organizational setting of Dire Dawa Administration City Manager
Office?
The analysis of employee responses from the Dire Dawa Administration City
Manager Office reveals a fascinating interplay between language and cultural
factors that significantly influence communication dynamics. While a standardized
language exists for official communication (Table 12), a substantial majority of
employees perceive language diversity to be a negative influence (Table 10). This,
coupled with the unanimous agreement on the powerful influence of cultural
nuances on communication (Table 11), highlights a potential conflict between
standardized language and the need to navigate cultural complexities within the
workplace. Furthermore, the lack of widespread cross-cultural communication
training (Table 13) suggests the organization may not be adequately equipping
employees to bridge these divides. These factors likely contribute to the overall
challenges faced by the Dire Dawa Administration City Manager Office in fostering
effective communication.
48
What implications (positive or otherwise) that the current intra-organization
communication approach has on organizational performance of Dire Dawa
The current communication approach within the Dire Dawa Administration City
Manager Office presents a double-edged sword for organizational performance.
While elements like a preference for direct interaction and a standardized language
offer some potential benefits, they are overshadowed by significant shortcomings.
On the positive side, the emphasis on meetings and face-to-face communication
(Table 5) creates opportunities for direct interaction, which can foster collaboration
and teamwork if effectively managed. Additionally, the existence of a preferred
language for official communication (Table 12) ensures clarity and consistency in
messaging.
However, these advantages are eclipsed by a multitude of issues. A substantial
portion of employees find the current communication channels poor and believe
they minimally contribute to a positive work environment (Tables 6 & 16). This
dissatisfaction likely translates to lower morale and motivation, impacting
productivity. Furthermore, the majority of employees feel information flow is
limited by current practices (Table 9), suggesting crucial information may not be
reaching everyone, hindering collaboration and decision-making. Unclear and
infrequent communication from leadership (Table 7) creates a gap in transparency
and direction, potentially leading to confusion and hindering employee engagement
with organizational objectives. Finally, the lack of widespread cross-cultural
communication training (Table 13) fails to address the challenges identified by
employees regarding language diversity and cultural nuances (Tables 10 & 11).
Overall, the data suggests the current communication approach at the Dire Dawa
49
Administration City Manager Office is hindering performance. While a focus on
direct interaction and a standardized language offer potential benefits, these are
overshadowed by employee dissatisfaction, limited information flow, unclear
leadership communication, and a lack of focus on cross-cultural communication.
These issues likely impede collaboration, goal achievement, and overall
organizational effectiveness.
What should be done so as to ensure effective intra-organizational
The data analysis reveals a clear need for significant improvements in

communication practices at the Dire Dawa Administration City Manager Office:
1. Enhance Accessibility and Transparency:

 Conduct an audit of existing communication channels to assess reach and ef-
fectiveness (address Table 8).
 Implement a multi-channel communication strategy that leverages meetings,
email, and an internal messaging platform to ensure information reaches all
employees (address Table 5).
 Regularly publish organizational goals, updates, and leadership messages
through accessible channels (address Tables 7 & 9).
2. Foster Open and Inclusive Communication:
 Encourage two-way communication through open forums, town hall meet-
ings, and anonymous feedback mechanisms (address Table 16).
50
 Prioritize active listening and address employee concerns promptly and
transparently (address Table 16).
3. Bridge Cultural and Language Barriers:
 Implement mandatory cross-cultural communication training programs for
all employees (address Table 13).
 Develop clear communication guidelines that acknowledge and respect cul-
tural nuances (address Table 11).
 Consider offering language classes or translation services to bridge language
gaps (address Table 10).
4. Leverage Technology for Improved Communication:
 Invest in collaboration tools that facilitate knowledge sharing and informa-
tion flow (address Table 9).
 Explore the use of video conferencing and other technologies to enhance
communication across geographically dispersed teams.
5. Refine Leadership Communication:
 Conduct leadership communication training to ensure clear, concise, and
timely messaging (address Table 7).
 Encourage leaders to be more visible and accessible to employees (address
Table 7).
 Regularly solicit feedback from employees on leadership communication ef-
fectiveness.

6. Continuously Monitor and Improve:

 Regularly assess the effectiveness of communication practices through sur-
veys and focus groups.
 Make data-driven adjustments to communication strategies based on em-
ployee feedback (address Tables 6 & 15).
51
 Foster a culture of open communication where feedback is valued and acted
upon.
By implementing these recommendations, the Dire Dawa Administration City

Manager Office can foster a more open, inclusive, and effective communication
environment. This will lead to improved collaboration, increased employee
satisfaction, and ultimately, enhanced organizational performance.
5.3 Conclusion
In conclusion, the current communication practices at the Dire Dawa
Administration City Manager Office are hindering overall performance. While there
are some positive aspects, like a focus on face-to-face interaction and a
standardized language, they are outweighed by significant shortcomings. Employee
dissatisfaction with communication channels and a perceived lack of clarity from
leadership are leading issues. Additionally, challenges with language diversity and a
lack of cross-cultural communication training are contributing to communication
gaps. By implementing a multi-pronged approach that focuses on accessibility,
transparency, inclusivity, cultural competency, technology utilization, and
leadership communication refinement, the Dire Dawa Administration City Manager
Office can address these issues and create a communication environment that
fosters collaboration, employee satisfaction, and ultimately, improved
organizational performance.
5.4 Recommendation
Based on the findings of this research, it is highly recommended that the Dire Dawa
Administration City Manager Office implement a multi-channel communication
52
strategy. This strategy should leverage a combination of existing methods, like
meetings, alongside new tools such as an internal messaging platform. This will
ensure information reaches all employees regardless of their preferred
communication style or accessibility needs. Regularly publishing organizational
updates, goals, and leadership messages through these various channels will
further enhance transparency and information flow throughout the organization.
5.5 Suggestions for Further Research

This study has provided valuable insights into the communication practices at the
Dire Dawa Administration City Manager Office and their impact on organizational
performance. However, there are opportunities to expand the current research and
gain a deeper understanding of this complex issue. Here are some suggestions for
further investigation:
 Longitudinal Study: This research provides a snapshot of communication
practices at a single point in time. Conducting a longitudinal study that tracks
changes in communication practices and employee perceptions over time
would allow for a more nuanced understanding of the cause-and-effect rela-
tionship between communication and performance.
 Impact on Specific Performance Metrics: This study focused on overall or-
ganizational performance. Further research could examine the impact of
communication on specific performance metrics, such as employee produc-
tivity, customer satisfaction, or innovation rates.
 Benchmarking: Comparing the communication practices of the Dire Dawa
Administration City Manager Office with other similar organizations, particu-
larly high-performing ones, could identify best practices and areas for im-
provement.
53
 Qualitative Research: This study relied heavily on survey data. Supplement-
ing this with qualitative research methods, such as interviews and focus
groups, could provide a richer understanding of employee experiences and
communication challenges.
 The Role of Leadership: Leadership plays a critical role in shaping commu-
nication culture. Further research could explore the specific communication
behaviors of leaders and how they influence employee perceptions and orga-
nizational outcomes.
 The Impact of Technology: While this study touched on the use of technol-
ogy for communication, a more in-depth investigation could explore the po-
tential benefits and drawbacks of specific communication technologies, such
as internal messaging platforms or collaboration tools.
By pursuing these avenues for further research, we can gain a more comprehensive
understanding of the complex relationship between communication and
organizational performance and develop more effective strategies for fostering
communication within organizations.
54
Reference
1-Robbins, S. P., & Judge, T. A. (2020). Organizational Behavior. Pearson Education.

2-Shockley-Zalabak, P. (2015). Fundamentals of Organizational Communication.
Pearson.
3-McMillan, J., & Taylor, R. (2014). Essentials of Communication for Business.
Routledge.
4-Bass, B. M., & Avolio, B. J. (1994). Untangling the complexity of leadership:
Multifactor leadership theory as a unifying framework. Sage Publications.
5-Watson Wyatt. (2003). The Communication ROI Study.
6-Government of Ethiopia. (2010). Civil Service Reform Program (CSRP) Program
Document.
7-Desta, B. (2019). Organizational Factors Affecting Employee Performance: The Case
of Selected Public Service Organizations in Dire Dawa Administration, Ethiopia.
International Journal of Public Administration and Policy, 10(8), 255-272.
8-Littlejohn, S. W., & Foss, K. A. (2009). Theories of Human Communication.
Waveland Press.
9-Giles, H., & Coupland, J. (1991). Language: Contexts and Consequences. Brooks
Cole.
10-Argenti, P. A. (2008). Corporate communication (2nd ed.). McGraw-Hill.
11-Noe, R. A., Tews, R. J., & Wilk, S. L. (2014). Human resource management: Gaining
a competitive advantage (9th ed.). McGraw-Hill Education.
12-Kim, Y.-H., Cameron, K. S., & Mishra, A. P. (2020). The effectiveness of
55
communication transparency on diverse employees' psychological well-being and work
outcomes. Communication Research Reports, 37(2), 149-155.
13-Goldstein, G. D. (2012). Communication audits: Evaluating your organization's
internal and external communication programs. Gower Publishing, Ltd.
14-Cross, R., Borgatti, S. P., & Parker, A. (2004). Making invisible work visible: Using
social network analysis to support strategic communication. California Management
Review, 46(4), 30-55.
15-Smith, A., et al. (2020). "Transparent Communication in Organizations." Journal of
Applied Communication Research, 48(3), 265-282.
16-Hofstede, G. (1980). Culture's Consequences: International Differences in Work-
Related Values. Sage.
17-Chen, G. M., & Starosta, W. J. (2000). "Intercultural Communication Competence: A
Synthesis." Communication Yearbook, 23, 253-278.
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56
APPENDEX
HARAMAYA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF PUBLIC ADMINISTRATION AND DEVELOPMENT MANAGEMENT
QUESTIONNAIRE
TO RESPONDANTS;
Dear respondents this questioner is designed to gather information on the impact of effective
communication on organizational performance : a case of Dire Dawa Administration City Manager
Office, so you are politely requested to read all the questions and give your response accordingly , your
response will be kept confidential and used only for this research purpose.
Thank you for in advance.
GENERAL INSTRUCTION
NO NEED OF WRITING YOUR NAME AND ADDRESS.
PUT “√” MARK ON THE SPACE PROVIDED IN THE BOX.
1.1Personal information
1. Sex: Male female
2. Age:18-25 26-30 rel 31-41 41-50 above 50
3. Qualification : less than 12 co complete 12 or diploma first degree above
4. Work experience :less than 5 years 5-10 11-15 16-30 above
1.2 Communication Practices within the Dire Dawa Administration City Manager Of-
fice
5.Which communication channels do you primarily use for official information within the
organization?
57
Email Meetings Internal Messaging Platforms In-person communication
Other (please specify):_______
6.How would you rate the current communication channels within the Dire Dawa Administration City
Manager Office?
Excellent Good Average Poor
7.How often do you receive clear and timely communication from organizational leaders?
Very often Often Occasionally Rarely
8.How accessible are communication channels for employees within the organization?
Highly accessible Moderately accessible Slightly accessible Not accessible at all
9.To what extent do you feel that communication practices support effective information flow within
the organization?
To a great extent To a moderate extent To a slight extent Not at all
1.3Influence of Cultural and Contextual Factors on Communication Dynamics
10.How does language diversity impact communication within the Dire Dawa Administration City
Manager Office?
Positively Negatively No significant impact Not applicable
11.To what extent do cultural nuances affect communication within the organization?
To a great extent To a moderate extent To a slight extent Not at all
12.Is there a preferred language used for official communication in your department?
Yes (Please specify)_______ No, we use a variety of languages depending on the situa-
tion
13.Have you received any training on cross-cultural communication in the workplace?
Yes No
14.To what extent do external factors influence the communication dynamics in your work environ-
ment?
Minimally Moderately Considerably Extremely
1.4 Perceived Impact of Effective Communication on Organizational Performance
15. How has effective communication positively influenced teamwork within the Dire Dawa Adminis-
tration City Manager Office?
Greatly Moderately Slightly Not at all
16. How well do you feel your current communication practices contribute to a positive work environ-
ment?
58
Very Well Somewhat Well Neutral Somewhat Poorly Very Poorly
17.How confident are you that the current communication practices contribute positively to the accom-
plishment of organizational objectives?
Very confident Confident Neutral Not confident Not confident at all
1.5 Recommendations for Improving Communication Practices
18.What should be done so as to ensure effective intra-organizational communication for effective
organizational performance of Dire Dawa Administration City Manager Office?
_______________________________________________________________________________
_______________________________________________________________________________
_____________________________________________________
59
60
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HARAMAYA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

THE IMPACT OF EFFECTIVE COMMUNICATION ON ORGANIZATIONAL

By: Bashar Anwer 3481/12

Effective communication plays a crucial yet underexplored role in organizational

This mixed-methods study aims to empirically assess the impact of effective

The mixed-methods approach employs both quantitative (closed-ended questionnaires)

The study aims to uncover current communication practices, their impact on

Table 1: Gender of the Respondents............................................................................................................24

1.1 Background of the study

Effective communication is a cornerstone of organizational success, influencing

1.2 Statement of the problem

Effective communication is acknowledged as a cornerstone of successful

This research study aims to empirically assess the impact of effective

The study answers the following research questions:-

1.4 Objective of the Study

1.4.1 General objective

1.4.1 Specific Objective

1.6 Limitation of the Study

1.7 Scope of the Study

REVIEW OF RELATED LITERATURES

2.2 Review of Related Literatures

3.2 DESCRIPTION OF THE STUDY ORGANIZATION

Dire Dawa, characterized by its diverse socio-economic landscape, encompasses a

Dire Dawa Administration City Manager Office:

3.3 RESEARCH DESIGN

The study adopts a mixed-methods research design, employing both quantitative

3.4 REQUIRED DATA

3.4.2 SOURCE OF DATA

1. Quantitative Data Collection:

3.6 POPULATION AND SAMPLING

3.6.1 SAMPLING TECHNIQUE AND SAMPLE SIZE

3.7 DATA ANALYIS METHOD

4.2 Questionnaires Return Rate

4.3 Demographic Information of the Respondents

4.3.1 Gender of the Respondents

Table 1: Gender of the Respondents

4.3.2 Age of the Respondents

Table 2: Age of the Respondents

4.3.4 Work Experience

Table 4: Work Experience

4.5 Data Analysis

4.6.5 The Extent of Communication Practices supporting effective information flow

Table 9: The Extent of Communication Practices supporting effective information flow

4.7 Influence of Cultural and Contextual Factors on Communication Dynamics

Administration City Manager Office.

Responses Frequency Percentage

4.7.4 Whether employees are receiving any training on cross-cultural

4.7.5 The Extent of external factors influencing the communication dynamics i

4.8 Perceived Impact of Effective Communication on Organizational Performa

4.8.1 How has effective communication positively influenced teamwork withi

SUMMARY,CONCLUSIONS,RECOMMENDATIONS AND SUGGESTIONS

5.2 Summary of the findings

5.2.1 Answers to the Research questions

The data analysis reveals a clear need for significant improvements in

1. Enhance Accessibility and Transparency:

6. Continuously Monitor and Improve:

By implementing these recommendations, the Dire Dawa Administration City

5.5 Suggestions for Further Research

1-Robbins, S. P., & Judge, T. A. (2020). Organizational Behavior. Pearson Education.

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