1. INTRODUCTION. The role of internal communication in today's enterprise.
The need for companies to communicate with members of your organization and manage the information flowing internally for the same has been gaining recognition throughout the nineties. This decade has served to move from a situation informational opacity in quite another company where he was assigned to the function of communicating multiple objectives related to meeting the needs of employees or the attainment of ultimate objectives such as profitability or productivity of the same (1).
In a few years has raised the internal communications within the category of lead role, he has given the company's physical location and assigned budgets and human capital to the extent they have been assigned diverse functions (2). However, some authors believe that internal communication has always existed (Pini, 1996) and the difference lies in the awareness of its importance in recent years (3).
economic literature related to the study of information management within business organizations has been equally prolific in recent years. From his reading highlight the attempt to identify the roles to play in the management of internal communication and the goals and commitments must acquire linked to the strategic policy of the company.
The objectives assigned to internal communication responding to the fulfillment of some need. In this respect, we can distinguish two different approaches. Needs to cover can be analyzed from the point of view of the demands for internal employee or client organization, or from the point of view of management of the company itself, or more specifically the functional unit of human resource management of the company. Then identify the objectives assigned to the internal communication from one or the other approaches.
From the first point of view, the internal communication within the company responds to the requirement to satisfy a latent need for people who are part of it (Albizu, 1992) (4). Recognition of these needs and identification of an internal market in the organization emerges and develops the concept of internal marketing (5). The conceptualization of internal marketing has been made possible by developments in two subject areas have converged in the development of responses to the demands that employees are asking the organization to which they belong: the marketing and human resource management (6).
The employee sues the company greater job satisfaction and increase their level of participation within the organization. Are goals that are closely linked with the need to feel important (Fernández, 1992). In this sense, internal communication is a way for people through transparency in the understanding of the issues that affect them, can feel more involved in their actions every day, and increase personal motivation (Somoza 1995).
From another perspective, human resources, internal communication meets the needs of the company as it helps to achieve the ultimate objectives of it. Good information reduces internal conflict and improving the working environment (Iglesias, 1988).
The characteristics of the current environment in which the company operates require continual adaptability and the flexibility to minimize the effects of change and maximize the advantage of the opportunities offered by the environment. This condition is favored adaptability in organizations where each member knows and understands the direction of the organization. This is one of the objectives as well as internal communication, ie, namely speed and clearly convey both the corporate and political changes occurred in the same.
Another feature of the modern corporation, in this case generated by external changes, but by the inmates, is the decentralization of functions that can be accompanied by territorial decentralization. This naturally reduces direct contact between units and individuals within the organization, with the consequent risk of loss of identity, or making inconsistent or not in league (7).
The possibility of using internal communication as a tool by the company management that meets the need to disseminate their policies and their own identity, part of the functions of this new feature (Langarica, 1995).
Similarly, increasing the degree of commitment and involvement of members of the organization is an inherent need to address the business and the achievement of which determines the results of the company (Renter and Valero, 1993).
It follows from how they have multiplied in recent years, the goals and responsibilities assigned to internal communication, perhaps at a rate similar to that which has been gaining recognition and place in the organization of business organizations (González, 1988) . However, can not ignore its novelty, and that any internal business process needs to be proven valid and effective. The above contrast is greatly hampered by the intangibility of results and the difficulty of measurement.
Pinillos (1996) points out a possible effect fashion in treatment in recent years by internal communication. The likely explanation is reinforced by events such as the cyclic consideration the importance given to the internal communication within the company, according to the cyclical time it goes across the organization (8).
control the outcome of the internal communication is the way to establish and strengthen the role it plays in the company today. In this sense, it is so important to link directly the internal communication and internal marketing to the income statement or annual return on the company, but raise the possibility of measuring the results of the actions of corporate communication and way comparable to the objectives set. In this respect, promote internal communication policy aimed at increasing corporate profits next year is the most direct way to justify the resources used in it, but does not guarantee success.
2. AUDIT as validation system function internal communication
The development of internal audit in the company is not a recent practice. However, its evolution over time has led to an expansion of its scope, originally limited to the financial field.
The mission of the audit no longer limited to the mere activity of control and assume an advisory role to the steering bodies of the company from the fifties. There are two functions performed by the audit (Quintana, 1993: 28):
a. Monitor the effectiveness of policies and means by which the company discovered any deviation from plan.
recommend appropriate measures to correct or improve certain actions.
The expansion of functions allows to distinguish different types of audit (Quintana, 1993: 29):
a. operational or audit procedures. The aim is to review the implementation and implementation of systems, policies and procedures established by management.
special audit: The objective is defined by the corresponding directional unit and the scope thereof.
also distinguish the following types of audits: a.
audit. Measures the degree to which an entity complies with the principles of economy, efficiency and effectiveness.
performance audit. Investigates whether objectives have been met quantifying and analyzing deviations possible causes.
audit of legality: Check if the managers have complied with the laws that affect you.
Just as the expansion of functions has led to the identification of different types of audits according to the objectives, it has given it greater versatility allows its application to control and assessment of other functional areas other than economic and financial (9 .) The ultimate goal is always improving business results through the examination of events and conditions that have occurred (Albizu, 1993). Similarly, the design and implementation effect of any audit answers the need for validation of all procedures developed in an enterprise.
Those responsible for internal communication can not be confined to mere transmitters of information or intermediaries between the various bodies and individuals who make up the company. The communication system needs to be analyzed in order to know their reality, the cause of their problems and the success of his administration based on the principles of economy, efficiency and effectiveness. (10) The method that meets these goals is the audit of internal communication (ACI).
ICA detects malfunctions in the communication aspect and the causes that generated. In his analysis draws conclusions useful for identifying possible improvements in accordance with business objectives and internal communication unit (Fernández, 1992: 57). Also, the correct application of ICA to correct the passive role of internal communication as a mere supplier of information function, improving their contribution to the ultimate objectives of the company.
The ICA provides a methodology to verify the adequacy of management and communication activities in the company to achieve strategic objectives, as well as obtaining information for the corrections of the strategies or plans action. We consider it the proper procedure to address the differences between the objectives and results achieved by the actions executed. While the financial audit or accounting is characterized by the verification or certification, in the ACI highlights the sense of evaluation.
Salo (1997) considers the ACI research conducted within the organization using different parameters and methodologies for the description, interpretation and conceptualization of a given reality. According to the same author, the ACI to set the benchmark, the model of communication, positioning and communication of an organization to measure and analyze the impact and results of communication systems.
The strategic plan for internal communication of a company can be defined as a sequence of stages that includes the diagnosis, design, implementation and monitoring of communication activities.
On the one hand, the diagnosis is the first step of the plan of an organization's internal communication. Should disclose existing modes of communication, what means are used, and how effectively, what information is given and what is not. This first phase report on the strengths and weaknesses of the communication system of the company.
Furthermore, the control aims to verify whether the realization and results communication activities in line with expectations and objectives. This last phase concludes with the proposal of remedial measures that support the resumption of the planning process (Albizu, 1993; Langarica, 1995; Garrigó, 1996). Both
activities, diagnostic and monitoring and evaluation have a particular location in time and in the internal communication plan. Both events are at the beginning and end respectively. Given this ubiquity
time the audit is a dynamic that underlies the most valid (11). The permanent nature of the audit is ideal in a context of continuous change (12).
Another feature of the is its prospective audit. In this sense, complements the simple control system, not limited to monitoring and measuring results against objectives, but also plays a role in advising those responsible for the communication function. The audit should provide value judgments about the causes of dysfunctions in areas related to communication and information or on how they can perform actions, plans, the choice of internal strategy in order to allow proper modification.
If we consider internal communication as a set of actions to meet the communication needs of company, the audit can be understood as the analysis allows the identification of those needs and the degree to which they are satisfied.
The definition of internal marketing recognizes the existence of an internal market in the company formed by its own employees, applicants for information. The application of the methodology of marketing to the management of internal communication makes possible an approach to the concept of the ICA through the practices used to verify the satisfaction level of the external public company.
The marketing audit is defined by Kelly and Lazer (1977) as "a systematic, critical and impartial operation overall marketing objectives and basic policies of the transaction and the underlying concepts and procedures, personnel and organization used to carry out the policies to achieve the objectives.
This definition highlights a feature that confirms the differences previously discussed regarding the diagnosis and control: its systematic character. This aspect leads to identify the audit Kotler as a form of long-term control can observe the process of adaptation to changing conditions.
Similarly, Furer and Kotler (1981) highlight the need for the audit contains a forecast, not just diagnosis, the main result obtained recommendations for improving marketing activities.
3. A METHODOLOGICAL PROPOSAL
The literature that deals with the ACI is abundant relative to its definition and assignment. However, the references to the indicators, and methodological framework for employment are limited.
For this reason and because of the confidential information, are difficult to access the audit work performed by companies, either internally or by external audit. Faced with this reality, it appears that the formulation of objective assessments on the communication system a particular company should be held in a work guided by a rigorous methodology based on reliable data and appropriate analysis techniques.
ICA has to facilitate the assessment of the actions of internal communication within the company according to its objectives used. Any action
audit of internal communication policy of the company can build upon the phases of information collection, analysis, evaluation and presentation of findings and recommendations.
A activity prior to the sequential structure and method is the determination of objectives and scope of activities will be developed.
should realize what are the specific objectives that can pursue an audit of internal communication action:
1. Assessment of budgetary discipline that is developed with the management of internal communication.
Cost reduction of internal communications department.
The level of employee satisfaction and improving the working environment.
The possible brakes or communication problems within the company.
's perception of the company's national and state public opinion on fundamental issues. Detect
information needs.
evaluate the content quality and effectiveness of communication channels.
Identify the audience and diversity.
This list of objectives does not have a closed nature and the purposes for which you can start auditing activities are very diverse. These objectives are related to the principles of economy, efficiency and effectiveness. The objectives of economy and efficiency are determined by the use of financial resources for the financing of the department of internal communication and actions taken by it. The efficiency is more related to communication effects. In this sense, the appropriateness of messages and the means chosen are key issues. Finally, remember the legal requirements governing the level of information to be supplied by the company and rights to information afforded to union representatives.
The scope of the ICA can be differentiated according to the interest relates to the analysis of communication skills in the company or the information is transmitted through formal communication channels that exist within it (Langarica, 1995) ( 13).
Similarly, methodology and adopting a marketing audit, audits can differentiate between horizontal or vertical (Quintana, 1993). Such a distinction is made in light of all the elements to be analyzed. Horizontal audit is a study of all the elements that define the communication state of an organization, while the vertical audit reflects the desire of management to conduct a thorough analysis on a particular channel of communication function or company.
collection of information is the first formal step in the practice of communication audit actions. The auditor has to decide the type of data to be collected and how to obtain them.
ICA is built on objective data and subjective. There are spaces that are objectively measurable, such as legal or economic dimension, through financial indicators or level of participation. Of Likewise, the assessment of organizational and communication dimensions are based on subjective data, that allow conclusions about the effectiveness of communication efforts and the various means used. While the data
stated objectives are a primary information for the company, valid information for the development of internal communication audits comes mainly from perception and satisfaction of employees or consumers generated communication the company. This circumstance requires, as happens in the evaluation of external marketing activities, to extract information directly domestic public through surveys, questionnaires, interviews or meetings.
Such consultations can be performed on the entire workforce or on a sample of the same, as recommended by the size of the universe and functional differences among the group.
The sample must be consulted in any case, representative. Three criteria used for selection:
vertical axis. People representing different hierarchical levels of the organizational structure of the company.
horizontal axis. Persons representing different geographical locations.
diagonal axis. People who are integrated into different departments or functions.
The segmentation of a template guarantees to different conclusions depending on the groups identified.
interrogate the employee questionnaires on their assessment of the various channels of communication, formal and informal, the volume of information they receive about the various aspects that affect your job, department and the company taken as a whole, as well as their knowledge of procedures for obtaining information.
Table 1, the valuation and possible results of a survey conducted on half of any formal communication that allows knowing with a Likert scale to know the gradual appreciation of the different characteristics of the medium. The identification of the questionnaires makes possible the assessment will not be temporarily performed over the different media or content that defines the communication map of the company.
The graphical representation of the results easier to read and interpret. The graduation of the response makes it possible to quantify qualitative variables, so that their study can be performed using techniques of quantitative analysis commonly applied in marketing and opinion research (14).
The final report of the ACIs clearly reflect the strengths and weaknesses of the communication system of the company, as well as appropriate recommendations overcome the failures.
is important to note that the results of internal communication are difficult to identify independently of other actions of human resource management. This circumstance requires reference to other qualitative studies that can be made about a company's internal market.
These studies are the motivation, image, and work climate (Suarez, 1989). Motivation studies are developed to identify the needs and expectations of internal public. The imaging study aims to describe what the image they have of your company employees. Analyze the work environment means to study the conditions labor and social activity that takes place in the company. The results of these studies suffer from a good internal communication, but in our view not be converted into value judgments about the communication system.
4. CONCLUSIONS
The ACI is an operational audit that provides a systematic methodology to be used in dynamic testing of the communication system of the company. The dynamic nature of the concepts the difference diagnosis and control. These terms are placed at the beginning and end of the internal communication plan. However, the ACI has no such temporal ubiquity and allows the performance of specific actions on certain media and content of communication within the company.
The development of internal marketing from the recognition of the needs of company information is a possibility to adopt methodological procedures used in marketing. The results of the audit actions performed on the communication system of a company have to be supplemented with all qualitative studies developed in the domestic market of the organization. Studies of motivation, image and work environment complements ACI information to assess the effectiveness in achieving its objectives.
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NOTES 1. Iglesias (1988) lists the new situation as a true media explosion in front of the stage of business closure.
We agree with dégoter (1988) by stating that a major transformation of companies, for about ten years in most European countries, has been the recognition of the strategic role of internal communication. This has resulted in the creation of communication addresses provided with own means and with specific functions.
In the early nineties, the big English companies believe in their cabinets or departments within the internal communication, recognizing their function and independence.
This author identifies potential employee needs based on the contributions of Maslow (1954) and Herzberg (1968). According to first of them, the person that is part of the company feels the range of needs that result in an application of information. Herzberg made dependent upon the satisfaction or dissatisfaction with the employee of the existence or nonexistence of information across the enterprise.
the first author to use this concept is Arndt (1983) referring to the application of marketing to personnel management, as distinguished from political or social marketing. This concept was developed more precisely by Levionnois (1987) defined internal marketing as a set of techniques and methods, put into action in a particular order, allowing the company to increase its level of effectiveness considering the Once the interest of their clients and their own employees.
marketing has evolved which has resulted in the expansion of their field, making it possible to acquire the status of proposal to use in most roles by the company. Under this conception, marketing provides a perspective that allows you to plan and execute trade. Moreover, human resource management has evolved towards the recognition of a need to satisfy the employee, conceptualized as an internal customer of the organization, which has allowed the incorporation of knowledge of marketing to personnel management. When understands that the employee is no longer just a resource, but a valid interlocutor who must sell a project, or the company itself, there is the immediate adoption of the logic and methods used in marketing. In this sense, the employee is positioned against the organization as an institution satiating their needs (and Bonavilla Quintanilla, 1993), Vincent
dégoter (1988) highlights the usefulness of internal communication to convey to all employees and values company policies.
This situation is well defined by Justice A. (1991) when he notes the consideration of internal communication as a luxury available to the company in buoyant moments, but ultimately, is the first role in the company feels the logical adjustments of times less flattering to the income statement. In the same vein, Pinillos (1996) argues that in the years 1993 and 1994, years of economic recession in Spain, some companies decided to dispense with the departments newly created internal communications or budget adjustments and allocation of staff were important . We can cite
cultural audit (Thévenet, 1986), social audit (Candau, 1985), the quality audit (Marti, 1986) or the communication audit (Zaccaria, 1993).
Information that facilitates operational audits or procedures as already discussed.
In this sense, Salo (1997) assessed the audit as "an original information that enables communication to model itself on the audited organization, a certain reality that is running at the same time is changing."
"Evaluation is to measure, but when auditing the willingness to learn is stronger than ascertaining" (Le Bortef, Dupouey and Viallet, 1985).
ICA should not have a global and comprehensive, as these two aspects prevent its dynamic character.
multivariate analysis techniques to reduce the complexity of the necessary information to assess communications systems company.
This paper was presented at the conference ICOM'98, held in December 1998 at the
University of Havana (Cuba), convened by the School of Communication. Mr. Josefa García
Mestanza
Mr. Antonio Ruiz Molina Fernández
Mr. Rafael Ventura University of Málaga (Andalusia, Spain)
Social communication Latina Magazine, Issue 18, June 1999
La Laguna, Tenerife, Spain
http://www.ull.es/publicaciones/latina/a1999gjn/81haba3.htm 
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