Deloitte Company Internal Communication - Assignment Example

 Internal Communication Deloitte is one of the most successful professional services’ firms in the world. The company consists of many independent firms that maintain their commercial presence in over 150 countries around the world (Deloitte 2012 Global Report, 2012). The company is headquartered in New York City. Deloitte offers its services across the categories of audit, consulting, financial advisory, and tax. The company’s vision is anchored on the ideal of offering the standard of excellence by earning the respect of the diverse community of the global stakeholders. Deloitte operates on the logic of being the first choice of the world’s best talents as reflected in eminence, diversity, and culture (Deloitte 2012 Global Report, 2012). The company’s vision also connects with the need to attract the world’s best clients through the provision of excellent service in the different business segments that define its business operations. The company’s mission is to offer measurable value to its global clients through its vast network of professional diversity and remarkable expertise. Deloitte defines its culture around shared values, which connect its people across the globe with the objective of cultivating trust between partners and professionals in a way that promotes the levels of confidence in the capital markets (Deloitte 2012 Global Report, 2012). The values espoused in the company’s culture enjoin all the employees of varied origins, languages, cultures, and customs to work with the single purpose of achieving collective successes. Such a broad and comprehensive cultural framework was designed in conformity with the global reach of the company’s firms. Deloitte seeks to align its culture on universal standards in order to meet the diverse needs of its global clientele (Deloitte 2012 Global Report, 2012). The four main values that define Deloitte’s corporate strategy include integrity, strength from cultural diversity, outstanding value offered to markets and its clients, and commitment to each other. Deloitte operates on a principle that prioritizes its clients and its people as the core business concerns around the globe. Quality, integrity, innovation, and efficiency are the key pillars that define the company’s corporate strategy (Deloitte 2012 Global Report, 2012). Deloitte is guided by the ethics of collaborative and people-focused culture, which enhances mutual respect, ongoing learning, and open communication. Past and recent audits on the firm’s performance indicate a trend of consistent growth in performance, brand profile, clientele, and profits. Much of this success is attributed to the effective communication systems and strategies employed at the firm. Deloitte’s organizational structure is vast and complex. It incorporates the operations in all its branches around the world. Deloitte has utilized the synergies offered by modern technological advancements to model to enhance the effectiveness and efficiency in its internal systems of communication. Effective management of its complex processes requires the application of the most efficient systems of communication in order to achieve a sense of harmony and coordination between the different departments. Understanding the channels of internal communication within the company must begin with the knowledge of the organizational structure and the leadership structure of the company. Generally, Deloitte consists of different companies that operate under a common name and guided by common professional principles (Deloitte 2012 Global Report, 2012). The different firms in different countries manifest similar characteristics in leadership and management structure. At the helm are the Chief Executive Officer and the Board Chairman. Their role is to preside over the general operations of the company. The second in command is a team of executives who are charged with the operations of the different areas of the firm’s operations including audit, consulting, financial advisory, and tax. At the lower level of the company’s organization are various managers, supervisors, trainees, and the supportive staff. The daily running of the affairs of the company is managed by the combined efforts of these teams. In essence, the entire team must coordinate across the departments in order to enable the movement of activities and processes in ways that align with the core agenda of the business. In this manner, the firm connects with the idea of collaborative management in which the personnel in the different department conduct regular consultations. Communication within the firm involves directions from the top management, information from the lower levels of the management, internal memos, suggestions, requests, and other types of communication that normally feature within a corporate environment. As such, effective management of communication processes at the firm entails a connection between various factors that determine the operations within the firm. Internal communication channels at Deloitte firms are vast and varied. The channels include interviews, memos, seminars, presentations, meetings, notice boards, briefings, awards, LCD screens, one-to-ones, email, blogs, intranet, handbooks, newsletters, posters, circulars, and newsletters. Others include conference calls, video, desktop alerts, and SMS. These channels of communication are appropriate because of the factors of speed, accuracy, and reliability. Deloitte has invested in advanced technological systems, which have made it possible for the company to achieve significant levels of efficiency that have resulted in positive impacts on processes and services. The use of technological solutions to enhance internal communication is one of the strategies that have helped the company to achieve great heights of success in the processing of information and coordinating the movement of the same information across its constituent departments. One of the channels faced by Deloitte is that it maintains presence in different countries, thus, facing different languages and cultures. Deloitte operates in Anglophone, Francophone countries and other countries that do not communicate in English. Another challenge is that it attracts skilled personnel from diverse cultural and linguistic backgrounds. The challenge comes by way of designing the most appropriate language that could be used in the internal communication channels. In order to overcome the challenges offered by this multiplicity of languages, the company adopted a policy of aligning to local standards in a sense that it operates through the dominant and official languages in the different places in which it operates. Ability to communicate in specific languages is one of the key considerations of employment. This reality has made it possible for the company to develop efficient communication systems that accord with the nature of the environment. Managers at Deloitte have the duty of offering advice and guidance to their subordinates. They also communicate to the personnel under their charge on matters of priority, duties, deadlines, and problem solving. In order to effectively undertake these processes, the managers usually choose the most appropriate channels of communication that ensures quality delivery of services in accordance with a range of duties and processes as understood within the culture of professionalism and effective supply of services. Internal organization of Deloitte is effectively coordinated using the most appropriate communication channels that suit the occasion. Official summons are conducted using memos that are normally communicated through the intranet. In usual practice, the firm usually uses email whenever the information is confidential and directed to specific recipients. For instance, specific memos for departments such as auditing will usually be channeled to the department through specific channels that are specifically designed for such departments. However, other forms of internal audience that are meant for everybody are displayed on general notice boards or spread through the intranet. In this manner, all workers within the organization easily access the communication. Another form of internal communication entails the passage of information through departmental or general meetings. Usually departments will use occasional meetings to pass on information to members of the department. Some meetings are conducted routinely on specified days within a week or a certain period to evaluate on processes and undertake certain decisions that comply with organizational strategies of the organization. The choice of internal channels of communication is also determined by the relationship between the parties involved in the communication. Communication between equals may involve one-to-one communication or general email. However, communication between the management and the subordinate members of the organization is usually conducted through formal ways that include the determination of the nature of communication. Such communication could be conducted through summons, or written directives that are targeted towards the specific recipients. Such processes are usually conducted using the most appropriate channels that will capture the importance of the message. In line with its policy of skill development, Deloitte embraces the practice of consistent growth through the training of its personnel on matters regarding modern developments on the markets and the corporate world. Seminars and conferences are used to inculcate into the workers the new models of operations and awaken them to the changing nature of the global markets. Internal channels of communication have to engage appropriately with the kind of processes that they control. In this regard, it becomes necessary to consider the fact that some of the issues that appertain the determination of duties and processes have to be aligned to the specific objectives as created within the framework of the company’s values and culture. Quality service delivery is usually understood within the perspective of efficiency and effectiveness of processes. As such, communication forms the bedrock upon which the processes of communication are determined. The factor of urgency also determines the choice of internal communication channels. For instance, the intranet, posters, and SMS have often been used to pass urgent information from one point to another. Deloitte uses different systems of communication in relation to the nature of the information, the number of people targeted, and the volume of information. Generally, the choice of the channels of communication involves a balance of options that embrace the values of quality, professionalism, and effectiveness. Deloitte combines these values in ways that enhance the aspects of transparency and visibility within its various firms. The internal channels of communication used by the company conform to the Melbourne Mandate in the sense that it seeks to uphold leadership, values, and culture. The communication channels embody the element of trust, authenticity, and feedback. The channels of communication embody honesty and transparency as required by the Melbourne Mandate. Consequently, Deloitte has maintained an impressive internal image and eliminated inconsistencies and other organizational mishaps associated with communication issues. Reference Deloitte 2012 Global Report. (2012). Organizational Structure. Deloitte.com. Retrieved from http://public.deloitte.com/media/0564/5_1_organization_structure.html Read More