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Radio 21 Case Analysis

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Analysis of the results The aim of this chapter is to analyse and compare the data gathered through semi-structured interviews from managers and employees within Radio 21. These results will provide support in understanding the current situation of Radio 21 regarding internal communication and the factor that may influence it, and at the same time answering the following sub-questions: “How is Radio 21 managing its internal communication?”, “What are the forms under which information overload appears in Radio 21?”, “How are the causes of information overload manifesting within Radio 21?” and “What are managers’ and employees’ attitudes and beliefs towards information overload?”. Furthermore, this chapter looks at the problem from two different …show more content…

They described the information within Radio 21 as being not so well structured, while they defined the messages as being unclear and incomplete, and not always being sent to the right person. Besides, they added that some discussions are off-topic and they need another individual’s confirmation in order to get a better understanding of the situation. They also recognized that the information is not only coming from their supervisors, but also from other managers. The employees listed face-to-face meetings, emails and phone calls as the main communication channels used within the company, whilst they also mentioned the use of Whatsapp in certain …show more content…

The managers had contrasting answers regarding the way they treat their employees. To be more precise, manager 1 confessed that it is gruelling for him to manage the situation in which each subordinate desires to be treated as being unique and appreciated for every responsibility completed. He mainly relies on the fact that his employees are aware of their job description considering that the time is always limited. The second respondent stated that a manager must understand the needs of his subordinates, and he must provide them support in accomplishing their desired professional development and in striking a balance between their personal and professional life. He continued by saying that a manager has to treat each employee as a colleague and to be always objective beyond personal dislikes. Furthermore, the managers had similar opinions about feedback; more precisely, they affirmed that their subordinates are not able to receive objectively the negative feedback. Manager 2 added that the feedback plays an important role in creating a strong bond between a manager and his

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