ODABULTUMUNIVERSIT

COLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

EFFECT OF COMMUNICATION ON STRATEGIC PLAN IMPLEMENTATION: THE

CASE OF ETHIO TELECOM IN CHIRO TOWN

A RESEARCH PAPER SUBMITTED TO CIROO ZONE UNIVERSITY COLLEGE OF

BUSINESS AND ECONOMICS DEPARTMENT OF MANAGEMENT IN PARTIAL
FULFILLMENT OF THE REQUIREMENTS OF BACHELOR DEGREE (B.A) IN
MANAGEMENT.

PREPARED BY:- Mimi Shimelis............................................ ID; NO; 0403

ADVISOR- Nehawi M

Septe2024

CIROO Ethiopian,
 ACRONYMS (ABBREVTION)
B.A………………… ...............Bachelor of art.

CEO……………………………..chief executive office.

COBE………………………… ..College of business and economics.

Table of contents

Contents page

Table of contents...........................................................................................................................................iv
Lists Of Table...............................................................................................................................................vi
CHAPTER ONE............................................................................................................................................1
1. INTRODUCTION.....................................................................................................................................1
1.1. Background of the Study....................................................................................................................1
1.2. Background of the Company..............................................................................................................3
1.3. Statement of the Problem....................................................................................................................3
1.4. Research Question..............................................................................................................................4

1
 1.5. Objectives of the Study.......................................................................................................................5
1.5.1. General Objective............................................................................................................................5
1.5.2. Specific Objectives..........................................................................................................................5
1.6. Significance of the Study....................................................................................................................5
1.7. Scope of the study...................................................................................................................................6
1.8. Limitation of the study........................................................................................................................6
1.9. Definition of Terms.................................................................................................................................6
1.10. Organization of the Paper.................................................................................................................7
CHAPTER TWO...........................................................................................................................................8
2. LITERATURE REVIEW..........................................................................................................................8
2.1 Theoretical Review..............................................................................................................................8
2.1.1 Organizational strategy.....................................................................................................................8
2.1.2 Strategy Implementation...............................................................................................................9
2.1.3 Factors affecting Strategy implementation.................................................................................10
2.1.4 Communication...........................................................................................................................11
2.1.4.1 Channels of Communication....................................................................................................12
2.1.4.2 Types of Communication.........................................................................................................13
2.1.4.3 Directions of Communication..................................................................................................13
2.1.5 Role of communication in strategy implementation...................................................................14
2.2 Empirical Review...............................................................................................................................15
2.2.1 Communication as a Strategy Implementation Factor................................................................15
2.2 Conceptual framework.......................................................................................................................17
CHAPTER THREE.....................................................................................................................................18
3.1 Research Design.................................................................................................................................18
3.2 Description of the study.....................................................................................................................18
3.3 Target Population...............................................................................................................................19
3.4 Sample size and Sampling Techniques..............................................................................................19
3.5 Data Source and Collection Instruments......................................................................................20
36 Methods of Data Analysis...................................................................................................................21
3.7 Ethical Consideration...........................................................................................................21222122
Reference…………………………………………………………………………………………….........
.......................................36

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 Lists Of Table
Table 3.1 Proportion of sample distribution …………………………………………..
………....................19
Table 4.1Analysis of demographic data………………………………………………...
……..................... ..22

Table 4.2: Summary of descriptive statistics of variables. ……………………………..…..

……..................….24

Table 4. 3 frequency table for item TC 5 ……………………………………………….

…......................……25

Table 4.4 Frequency table for item TC_1 …………………………………………..

…….....................…….26

Table 4.5 TC-4 I gate most information about strategic objective plans reports and
implementation feedbacks through meetings.

Table 4.6: Frequency table for item TC_8

…………………………………………………….....................…27

Table 4.7 Frequency table for item TC_11 ……………………………………………..

……....................…28

Table 4.8 Analysis of the responses helps to identify the influential mode of communication in
strategy implementation…………………………………………………………………………29

Table 4.9: Frequency table for item TC-7

…………………………………………….......................……….30

Table 4.10: Frequency table for item

SI_4…………………………………………………......................……31

Table 4.11: Frequency table for item SI_11

………………………………………………….............................………32

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4
 CHAPTER ONE

1. INTRODUCTION
1.1. Background of the Study
Studies show that large number of organizations fail during implementation of their strategies.
According to Niven (2021) after citing a 1999 fortune magazine article, states that 70 % of chief
executive officers (CEOs) fail due of poor strategy implementation but not because of poor
strategy. Niven (2019) reinforces the idea by referring to a study of Center for Creative
Leadership published on 2005 Harvard business review, which shows that 40 % of CEOs fail in
their first 18 months.

A strategy is the identification of long-term goals and objectives of an organization and the
implementation of courses of action by the deployment of resources necessary for carrying out
these goals (Chandler, 2019). According to Johnson, Scholes and Whittington (2019, p.3)
strategy is the direction and scope of an organization over the long term, to get advantage over its
competitors in a dynamic environment through alignment of organizational resources and
competences, to meet expectations of its stakeholders.

According to Hunger, Hoffman, and Wheelen (2019) strategy implementation is a process by

which strategies and policies are put into place through the development of programs, budgets,
and procedures.

The execution of a strategy is an essential complement to its formulation. If a company's best-

developed plan isn't adequately implemented, it loses its worth. Successful strategy execution,
according to Hrebiniak (2019), is more difficult and challenging than strategy formulation and
planning.

In the view of Muller (2022) communication affects strategy execution directly through its effect
on the individuals involved in execution, the resources required, the infrastructural orientation of
the organization and the process of monitoring and evaluation among other key components.

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Good strategy formulation does not add value to the organization if it is not followed by
successfully implementation of it. In order to do so employees, need to be communicated to
ensure that they are aware of what is expected of them for the success of strategy implementation
(Van Buul, 2020).
Kotter and Schlesinger (2018, pp.3-9) argue that in most organizations, leadership pursue
organizational strategy implementation and do not realize the importance of the human element
as a success factor for the strategy execution. Thus, this leads to failure of the strategy initiatives,
as the strategy is being implemented by people who need to be made aware of the change, buy-in
the change and understand their role in the strategy implementation.
While having different business strategies due to varying industries, company sizes and goals,
what all companies have in common is the need to thoroughly communicate their business
strategy to their employees (Hrebiniak, 2021).
According to Guth and Macmillan effectively communicating the company business strategy to
employees is vital to ensuring that each member of your staff is involved and understands the
company goals, where your long-term plans will lead you in the future, and how you intend to
get there (2019, pp. 313-327). Heide et al. (2002) explain that one of the most common
weaknesses troubling businesses is employees lacking good understanding of their company’s
strategy. The best employees are those who are motivated, self-managed and properly trained,
but this cannot be accomplished unless employees are kept in the know as much as possible
(2020, pp. 217-231). Beyond communicating the overall business strategy to employees, it is
equally important to communicate to them how their work will play a vital role in the overall
success of the company (Jones, 2018).
For a successful implementation of a strategy, employees must understand and buy in the
organizational strategy, as well as their role (Kesho, 2022). To this end employee communication
will have a vital importance in order to align employees to the business strategy. Employees need
to have a clear vision of what they do and how it helps to achieve strategic goals and objectives
of the organization.

The aim of this study is to investigate the role of employee communication in the
implementation of strategic plan in the case of ethio telecom wolaita sodo town.

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 1.2. Background of the Company
Ethio Telecom is the oldest a state owned telecom operator in Africa. Telecommunications services were
started in Ethiopia in 1894, just seventeen years after its invention. The current ethio telecom, will be
reorganized in 1952 as Imperial Board of Telecommunications of Ethiopia (IBTE) and later changed to
Ethiopian Telecommunications Services‖ (ETS) after twenty years. Since then, it has undergone
restructurings and assumed different names from Ethiopian Telecommunications Authority‖ (ETA) in
1975 to Ethiopian Telecommunications Corporation‖ (ETC) in 1996 and recently to ethio telecom‖ in the
year 2010 (Ethio telecom’s website, 2021). As part of Ethiopian government’s second Growth and
Transformation Program which focused on the improvement of telecommunication services, ethio
telecom will be born on Monday 29th November 2010, to support the steady economic growth and
development of the country (Ethio telecom’s website, June 2021). Ethio telecom in chiro town opened at
Dec 1886 . At that time its name was called ethio telecom in south region chiro branch. Its own 14
sections or department in its organizational strucure. Currently (as of Nov, 2023), Ethio Telecom in
wolaita sodo town its name changed SSWR and has a total of 655 employees.

1.3. Statement of the Problem

A company’s ability to implemented its strategy successfully is a result of its ability to overcome
obstacles leading to poor strategy implementation (Pella et al., 2018). Although formulating a
consistent strategy is a difficult task, implementing the strategy throughout the organization is
even more challenging (Hrebiniak, 2018). In contrast to strategy formulation, which often
involves higher and middle level management, strategy implementation in companies faces
variety of obstacles as it involves the entire human resource of the company (Li, Qian, & Qian,
2017). Being a companywide endeavor, strategic plan needs to be well communicated to all
employees involved in its implementation so that they fulfill their part in realization of
organizational strategy.

In a study carried out by Cândido and Santos (2020) on the subject of strategy implementation
failure rates, they found out that the range of failure estimates is incredibly wide, spanning from
a rate as low as 15 to one as high as 90 percent. The study concludes that determining the failure
rates with certainty might be difficult, as it needs in depth understanding of contextual and
environmental factors of the organizations.

Studies show that most organizations fail to turn the strategies into actions despite having a well
formulated strategy. A number of factors can potentially affect the process by which strategic

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plans are turned into implementable actions. According to Kraaijenbrink (2017), poor
communication expressed in terms of vagueness, lack or absence of communication is among the
top strategy implementation problems that lead to poor execution. In view of Muller (2019),
communication affects strategy implementation directly through its effect on the individuals
involved in implementation, the resources required, the infrastructural orientation of the
organization and the process of monitoring and evaluation among other key components.

According to Yang, Sun, and Eppler (2022), a well communicated strategy to all stakeholders
prior to its implementation always reduces the level of resistance among employees during
strategy implementation. Clearly communicated strategy increases the level of strategy
ownership among employees hence boosts its implementation. Despite the abysmal strategy
implementation success rate figures mentioned in Cândido and Santos’s literature review (2019),
ethio telecom in wolaita sodo town is successful in implementing its three-years’ BRIDGE
strategy.

Lack or absence of clear communication is usually identified, as one among the most significant
problems faced during strategy execution (Kraaijenbrink, 2017). In spite of its importance there
is rare research work conducted on the effect of employee communication on strategy
implementation in the context of ethio telecom. Accordingly, this study will aimed at filling the
research gap through investigating the role of employee communication in the execution of
strategic plan in the case of ethio telecom chiro town.

1.4. Research Question

This research is carried out to assess the role of employee communication in the implementation
of strategic plan in the case of ethio telecom chiro town.

This research answered the following basic questions in the context of ethio telecom wolaita
sodo town.

1. Is there statistically significant relationship between employee communication and strategy

implementation?
2. What are the types of employee communications used in strategy implementation?
3. Which type of communication is more influential in strategy implementation?

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1.5. Objectives of the Study

1.5.1. General Objective

The general objective of this study will be to determine the role of employee communication in
the implementation of a strategic plan in the case of ethio telecom chiro town.

1.5.2. Specific Objectives

1. To investigate the relationship between employee communication and the
implementation of a strategy.
2. To identify the types of communication used in the implementation of the strategic plan.
3. To investigate the influential form of communication used in strategy implementation.

1.6. Significance of the Study

The study is a key importance to ethio telecom chiro town, other organizations
stakeholders policy maker , and academicians to draw practical implications of
communication on strategic plan implementation.
 The findings of this study will help of ethio telecom chiro management to understand the
significance of employee communication in implementing organizational strategies and
provide a better understanding of how the company can successfully implement its
strategy.
 The research will provide recommendations to other organizations on how to improve on
employee communication practices for better strategy implementation.
 This study will serve as an important source of information to stakeholders and policy
makers. It provides valuable information in filling the gap between strategy formulation
and implementation.
 The findings will provide information to academicians who might need to research furthe
 , on strategy execution and employee communication in future.

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1.7. Scope of the study
To scope of the study was examining the relationship between the employee communication and
strategic plan implementation in the case of ethio telecom chiro town. In addition to that the
study further tried to investigate the type of communication and the influential form of
communication that is used to disseminate strategy implementation information.The primary
data will be collected from 86 ethio telecom chiro town employees working in corporate offices
based on wolaita sodo in the month of Nov 2023.

1.8. Limitation of the study

The study will be carried out to investigate the role of employee communication on strategy
implementation in the case of ethio telecom chiro town. Ethio telecom in chiro town having
presence in every corner of the town and hiring over 675 employees (Wikipedia contributors,
2023). Due to time and cost constraint the research could not include employees working in
Zonal and Regional offices. Since the study was delimited to employees working under corporate
offices, the results cannot be generalized to the whole of the company. In addition to employee
communication, strategy implementation is affected by several factors such as organizational
structure, organizational culture, leadership, resource allocation and others (Obeidat et al., 2017).
However, the study will be focused on examining the role of employee communication in
strategy implementation excluding other variables. Thus, the results of the study should be
interpreted considering the above mentioned limitations

1.9. Definition of Terms

 Strategic Plan:-These are the actions and direction taken by organizations to
achievement goals and objectives (Hrebiniak, 2005).
 Strategy Implementation: - It is the conversion of a selected strategy into action so as to
effectively implement the activities needed to attain strategic organizational goals and
objectives (Dyer et al., 2020).
 Communication: - It is a transfer of meaning and understanding of meaning to others so
that people who receive information understand the purpose of the information (Robbins
& Judge, 2012).

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1.10. Organization of the Paper

The study is organized under five chapters. The introductory part bears background information,
Statement of the problem, Research question, objectives, Significance of the study, definition of terms
and organization of the paper. The second chapter deals with review of related literature, the third chapter
deals with methodology that will be used to conduct the study. The fourth chapter presents the findings
from the respondents where in the data gathered was analyzed and interpreted. Finally, the last chapter
generalizes and recommends possible solutions to the research problem.

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 CHAPTER TWO

2. LITERATURE REVIEW
This chapter covers the literature review which provides more insight and understanding of
strategy, strategy implementation, communication and role of employee communication on
strategy implementation. Conceptual framework that is applicable to the study of the role of
employee communication on the implementation of

2.1 Theoretical Review

2.1.1 Organizational strategy

According to Coulter (2021) strategy is a goal based plan and action of an organization that fits
its capabilities and resources with the opportunities and threats in its environment. This
definition of strategy mentions that strategy is based on organization's goals, meaning the chosen
strategy must help the organization achieve its goals. It also describes that having a goal-directed
strategy isn't enough unless it’s followed by a goal-directed actions that is, implementing the
strategy. In other words, an organization's strategy involves what the organization wants to
accomplish and the execution of it. The definition underlines that organizational strategies
should take into account its key internal strengths and external opportunities and threats.

Porter while explaining sources of a firm’s success emphasizes that it is important to have a
consistent set of goals and policies that fits the company’s strengths and weaknesses with the
industry opportunities and threats. In this context he describes strategy as an act of aligning a
company and its environment. That environment, as well as the firm’s own capabilities are
subject to change. Thus the task of strategy is to maintain a dynamic, not a static balance. ( 2019,
p. 97)

Andrews defines strategy as pattern of decisions in a company that determines and reveals its
objectives, purposes, or goals, produces the principal policies and plans for achieving those
goals, and defines the range of business the company is to pursue, the kind of economic and
human organization it is or intends to be, and the nature of the economic and noneconomic
contribution it intends to make to its shareholders, employees, customers, and communities.‖
(1987, p.13) 10

12
Mintzberg (2013), points out that people use strategy in several ways that can be summarized in
four words all starting with letter P‖, Plan, Pattern, Position and Perspective; later he added Ploy
as a fifth P‖. Accordingly, strategy is described as a plan to mean a direction or a path to get from
the current state to the future; as a pattern to mean uniformity in behavior over time in one
market segment; as a position to refer decisions to offer particular products or services in
particular markets; as perspective to indicate vision and direction and finally as a ploy, a
maneuver intended to outwit a competitor.

In the view of Hatten and Schendel (2017), strategy is the basic goals and objectives of the
organization, the major programs of action chosen to reach these goals and objectives, and the
major pattern of resource allocation used to relate the organization to its environment. Chandler
(2019), describes strategy as the identification of firm’s long-term goals and objectives, and
taking courses of actions by assigning resources necessary for the achievement these goals.

A company’s strategy is the coordinated set of actions that its managers take in order to
outperform the company’s competitors and achieve superior profitability (Jr et al., 2019). Jr et al
further explain that the objective of a well- designed strategy is not to gain a short term success
and profits, rather it is aimed at ensuring sustainable success that supports the growth of the
company in the long run (Jr et al., 2019).

2.1.2 Strategy Implementation

According to Dyer et al (2020) strategy implementation is the conversion of a selected strategy
into action so as to effectively implement the activities needed to attain strategic organizational
goals and objectives.

As for Noble (1999), strategy implementation is the communication, interpretation, adoption,

and enactment of strategic plans. For Wheelen and Hunger (2021), implementing a strategy
involves taking ideas, decisions, plans, policies, objectives and other aspects of the chosen
strategy and implementing them into action.

Dess et al (2018) citing Kaplan and Norton (2017) states that strategy implementation involves
ensuring proper strategic controls and organizational designs, which includes establishing
effective means to coordinate and integrate activities within the firm as well as with its suppliers,
customers, and alliance partners. 11

13
Strategy implementation is an iterative process of implementing strategies, policies, programs
and action plans that allows a firm to utilize its resources to take advantage of opportunities in
the competitive environment (Harrington, 2019). Implementation is the actions initiated within
the organization and its relationships with external constituencies to realize the strategy
(Homburg et al, 2017).

Eccles defined Strategy implementation as the action that moves the organization along its
choice of route towards its goal – the fulfilment of its mission, the achievement of its vision‖ so
in brief, strategy implementation is the realization of intentions‖ (2019, p. 10).

Strategy implementation is therefore concerning ethio teleco putting strategy into practice and
can be descrie execution of tactics so that the company moves in the desired strategic direction
(Giles 2018).

In this research, strategy implementation is considered as a blend of the complementary

definitions of Dyer et al (2020) and Noble (2021). Accordingly, strategy implementation is the
conversion of a selected strategy into action so as to effectively implement the activities needed
to attain strategic organizational goals and objectives, through the communication, interpretation,
adoption, and enactment of strategic plans.

2.1.3 Factors affecting Strategy implementation

Many factors influence strategy execution, including organizational structure, control systems,
strategic consensus, and leadership (Noble, 2018). Okomus (2017) classified eleven factors that
influence strategy execution into four categories based on their importance and characteristics.
The first is strategic content aspects, which involves strategy formulation. The second group of
components is strategic context factors, which are separated into external and internal contexts;
the former comprises environmental unpredictability, while the latter includes organizational
structure, culture, and leadership.

The operational process factors, which comprise operational planning, resource allocation,
people, communication, and control, are the third group. The outcome is the final category, and it
includes the outcomes of the implementation phase.

Furthermore, Alamsjah (2022), Jiang and Carpenter (2018) identified the following dimensions
as important in strategy implementation: degree of uncertainty, strategy clarity, organizational

14
structure, corporate culture, CEO and top management involvement, people's competencies and
commitment, knowledge management, managing change, performance management,
communication, and implementation plan.

Skivington and Daft (2020) divide strategy implementation variables into two dimensions: the
framework of the organization, which is represented by its rules and resources, and the process
of the organization, which is represented by interactions, meanings, and sanctions. Noble (2017)
analyzes strategy implementation studies from both a structural (organizational structure and
control mechanisms) and interpersonal process standpoint (emphasizing strategic consensus,
autonomous strategic behaviors, diffusion perspectives, leadership and implementation style,
communication and interaction processes). Noble (2019) add a third view – the individual-level
processes view, emphasizing cognition, organizational roles and commitment besides the
structural and interpersonal process view. Pettigrew (2019) grouped implementation variables
into a larger number of categories, which are strategic content, context, process and strategic
outcome.

In the view of Muller (2019) communication affects strategy execution directly through its effect
on the individuals involved in execution, the resources required, the infrastructural orientation of
the organization and the process of monitoring and evaluation among other key components.

According to Kraaijenbrink (2020), the most significant problems that organizations face during
strategy execution are surprisingly stable over time, these problems in the past three decades boil
down to a list of twenty. In this list Unclear communication‖ and No or insufficient
communication‖ are identified as the top two key problems in strategy execution.

The focus of this research will be on the factor of communication which affect strategy
implementation as categorized in studies of Okumus (2019, 2021).

2.1.4 Communication
Communication has been defined and explained in several ways by scholars of diverse interests
and disciplines in management, psychology, and sociology. Communication touches every
aspect of life including the personal, business, and social interactions. The Merriam Webster
English Dictionary, defines communication as a process by which information is exchanged
between individuals through a common system of symbols, signs, or behavior." Ivancevich et al

15
(2017) describes communication as the bond that keeps an organization and its members together
and defines it as as the transition of information and understanding through the use of common
symbols from one person or group to another. The common symbols may be verbal or nonverbal‖
(2017, p.369). In view of Ivancevich et al., communication among members of an organization
helps them to develop long-range strategic plans, respond to changes in the organizational
environment, manage internal talent, goals, and engage in virtually all organizationally relevant
behaviors‖ (2019, p.367).

Communication within the organization becomes important to create a common understanding of

the information presented to each other. According to Robbins and Judge (2018), communication
is a transfer of meaning and understanding of meaning to others so that people who receive
information understand the purpose of the information.

According to Greenberg (2021), communication can be interpreted as a process by which a

person, group or organization transmits one type of information to another person, group or
organization.

Considering the similarities in the definition of communication by different authors,

communication can be regarded as a way of transferring information between people or group
for mutual understanding, which involves the flow of information from the sender to the
receiver. Communication entails the transmission of verbal and nonverbal messages via channel
of communication from sender to receiver.

2.1.4.1 Channels of Communication

Communication channels are the means through which people in an organization communicate
and interact with each other. According to Rao (2019), a communication channel is the route
through which messages flow from the sender to the receiver. Based on formality,
communication channels are categorized as Formal and Informal.

The formal communication channel is established by the management. It is deliberately created

and officially blessed route for flow of communication between various positions in the
organization. It is systematic, orderly in nature and supports the authority of superiors. (Rao,
2020 p.687). In such official channels, commands, instruction and orders travel downward;

16
performance reports, grievances and suggestions travel upward; and coordination travels
horizontally.

Formal communication includes exchange of information such as the policies and procedures of
an organization, company business plans, strategic goals, annual reports, agreements, company-
wide communications, and the like.

Informal communication channels are channels that do not adhere to the organization’s
hierarchy. Such channels exist outside the official network and develop because of spontaneous
interaction between people working in an organization. Such channels are very loose, flexible
and may take unpredictable routes.

2.1.4.2 Types of Communication

Based on the method used to communicate, there are three basic types of communications
namely: verbal/oral, written and non-verbal communication (Ezezue, 2019:10). Verbal/oral
Communication takes place mostly in a face – to – face conversation, group discussions and
other circumstances in which the spoken word is used to transmit meaning between individuals.
It can also be extended to the use of instrument/electronic devices such as telephone, video
conferencing, web calling, online meetings and public address system. Studies have shown that
oral communication is more effective than written communication in conveying feelings or in
changing attitudes or beliefs.

Written Communication requires competence in writing and reading skills. In written

communication, oral messages are translated into alphabetic symbols, words, and sentences.

2.1.4.3 Directions of Communication

The communication process is all about how to send messages to a recipient of a message, while
creating a meaningful equation between the sender and the recipient's information. This
communication can flow vertically or sideways. The vertical dimension is divided into two
directions, i.e. downwards and upwards (Robbins & Judge, 2022).

Communication that flows from one level of a group or organization to a lower level is
downward (Top – down) communication. This communication is used by leaders and group
leaders to define goals, provide work instructions, inform employees about policies and
procedures and indicate problems that require attention (Robbins & Judge, 2018). This

17
communication is the most used channel in organizations. The basic problem of downward
communications is being uni-directional communication, i.e. it does not provide feedback from
workers to the next upper level in the hierarchy within the organization.

Upward communication model is used to provide upward (Bottom –Top) feedback. This model
of communication makes managers to be aware of how employees perceive their work, their
colleagues, and organizations in general. Managers also rely on this model of communication to
get ideas for improvement. Workers use this channel of communication as an opportunity to
express ideas and issues to escalate. Such communication helps workers to receive better
responses to their problems and facilitate the flow of information from subordinates to superiors.

The lateral communication happens when communicating between members of the same
workgroup, between members of other workgroups at the same level, between managers at the
same level, or between staff who are in the same level horizontally. This communication scheme
is created informally to by-pass the vertical hierarchy and speed up an action. It is also known as
transversal communication and focuses on the coordination of activities, problem solving, and
information sharing and conflict resolution.

Diagonal communication does not follow the rigid framework of superior or subordinate
members within an organization. Modern management policies often involve diagonal
communication where the communication flows between different levels of people and the
information flows in all directions (Konar, 2022).

Unlike vertical and horizontal communication, which follows the chain of command in
organizations, diagonal or crosswise communication is not affected by any lines of authority. In
this mode, staff members from different departments, irrespective of their reporting relationships,
interact with one another. For example, a junior staff from one department can interact with a
senior staff from another department (Annan-Prah, 2021).

2.1.5 Role of communication in strategy implementation

Solomon (2017) after citing Beer and Eisenstat (2020) states that if there is no clear
understanding of strategy, its execution will be daunting task. Poorly communicating strategy to
employees has a strong impact to strategy execution. Well-conceived strategy that is
communicated to the organizational members equals a well-executed strategy. The knowledge of

18
the strategy and understanding it are two different concepts. As such, for a strategy to be
successfully executed these two concepts have to be integrated.

The success of the strategy implementation is dependent on effective communication. Employees

have to be made aware of their role and responsibilities in the implementation of the
organizational strategy; their deliverable must be made clear, as to what is expected of them to
make the best of the strategy. In addition, the management must communicate the vision, goals
and objectives to the employees (Mbaka & Mugambi 2022).

Kotter et al. (2020, pp.3-16) argue that in most organizations, leadership pursue organizational
strategy implementation and do not realize the importance of the people element as a success
factor for the strategy implementation. Consequently, this leads to failure of the change
initiatives, as the strategy is being implemented by people who need to be made aware of the
change, buy in to the change and understand their role in the strategy implementation. He further
suggests that roles and responsibilities of these strategy implementers must be clearly definedand
explained by the management to general employees to ensure what is expected of them for the
success of strategy implementation. Lack of communication leads to poor strategy
implementation; information must be cascaded to all levels of staff from executive to low level
employees. The management must engage with staffs, as effective communication creates a clear
understanding of management expectations and will provide employees with clarity of the task to
be performed and their timelines. Framework plans with deliverables and time-lines must be
communicated and be monitored‖ Van Buul (2010, p.13). He further noted that communication
creates a healthy working environment, builds confidence and trust, and will also motivate
employees to work effectively and efficiently. It will also enable management to get feedback
and monitor the implementation progress.

2.2 Empirical Review

2.2.1 Communication as a Strategy Implementation Factor
Vigfússon, Jóhannsdóttir, and ÓLafsson (2021) examined empirical studies conducted from 1980
till 2020 to identify obstacles and success factors affecting strategy implementation. The study
analyzed empirical researches done so far and identified 18 key success factors and 16 obstacles
that can either positively or negatively affect strategy implementation. Vigfússon et al. (2021)
identified factors that have dual nature, which contain both elements to hinder and or facilitate

19
the success of strategy implementation. In this regard, communication is one of the dualistic
factors identified in the research. This underlines the significance of frequent and clear
communication and the impact of lack of communication in both the success and failure of
strategy implementation. Getachew (2017) studied the practices and challenges of strategy
implementation at Ethiopian agricultural business corporation and observed that poor
communication among others were the challenges faced in the strategy implementation.

Alamsjah (2019), after conducting research on eleven factors affecting successful

implementation of strategy that have been well identified from previous research works, has
found out a strong correlation between successful strategy execution and seven of the factors.
Accordingly, communication is the third factor to have significant positive influence or to be
highly correlated to successful strategy implementation. Alamsjah (2022) concludes that strategy
execution will be more successfully when there is a shared understanding about how to do things
within an organization (corporate culture support). The top management need to communicate
clear strategy and direction to middle-level managers in order for them to translate it into clear
execution plans. The study of Schaap (2021), which is conducted in the casino industry within
the state of Nevada, shows that over 38 percent of the senior-level leaders do not communicate
the 19 company’ s direction and business strategy to all of their subordinates.

Schaap (2018) citing Rapert et al (2022), sated that communication and shared understandings
play a principal role in the implementation process (of strategy). In particular, when vertical
communication is frequent, strategic consensus is enhanced and organization performance
improves, as evidenced by higher levels of net operating income, gross revenues, and net
revenues. The findings of Schaap’s study, further reinforces the view of ―effective
communication up and down the organizational structure plays an important role in the strategy
implementation process‖ (2021, p.23).

Aaltonen and Ikavalko (2022), in their research of strategy implementation in 12 service

organizations, showed that so much of strategy implementation problems are related to
communication, as communication has effect on the creation of common understanding of a
strategy. According to the findings of Aaltonen and Ikavalko (2022), the communication of
strategy in those examined 12 service firms is mostly linear and top-down communication.
However, continuous two-way communication with feedback and possibility of commenting and

20
questing it, is important to understand and own the strategy. Fostering informal communication
between superiors and subordinates, helps to have a common interpretation, acceptance and
adoption of the strategy among working units (Aaltonen & Ikavalko, 2019). The study conducted
by Peng and Litteljohn (2021) on three hotel chains and UK plcs, shows that in every aspect of
strategy implementation there is communication. The study highlights that communication is
interconnected to organizing processes, organizational context and implementation of objectives
which, in turn, have an impact on strategy implementation process. Communication is embedded
in the processes of organizing, affecting the effectiveness and efficiency of these processes and,
in turn, the process of strategy implementation.

2.2 Conceptual framework

Based on the general analysis of associated literatures conducted in this chapter, the following
conceptual framework is developed. The model demonstrates that the independent variable is
employee communication and the dependent variable strategy implementation. This helps to see
what will happen to strategy implementation when the level of employee communication
changes.The study variables of employee communication and strategy implementation are better
conceptualized by the modified framework which is adopted from Yang et al. (2010) framework
that is based on Noble (1999) strategy implementation phases. As shown in figure 2.3, the
hypothesized conceptual framework model shows the relationship between variables of
employee communication (independent variable), and strategy implementation (dependent
variable).

Independent variable dependent variable

Employee Communication Strategy implementation

 Knowledge of strategy
 Strategy Buy-in Consensus
 Communication strategy
Commitment
 Types of communication

Source: Modified and adopted from Yang et al. (2010) Figure 1. Conceptual Framework of the
study

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 CHAPTER THREE

This chapter describes the approach used to organize the research and the methods will employee
for gathering and analyzing data to answer the research questions stated in the introduction part
of the research.

3.1 Research Design

The study will use cross-sectional survey design. Cross-sectional survey design will use
quantitatively analyze the relationship between the study variables of employee communication
and strategy implementation and descriptive statistical analysis is employed to explain the type
of communication used and to identify the influential mode of communication in strategy
implementation the case of Ethio Telecom Town.

In quantitative research approach, variables are identified and defined, and then relevant data is
collected from study participants. The advantage of this approach over qualitative approach is
that the data is in numeric form, making it easier to interpret.

Hence, based on the research problem and objective to be addressed in this research proposal, the
quantitative research approach based on a cross-sectional survey will be deployed.

3.2 Description of the study

This study will focuses on the effects of employee communication on strategic plan
implementation for the purpose of adjusting it to an undergraduate level of research which takes
in to account the resource available to conduct the study; the researcher will sees the need to
narrow down the scope of the study to manageable area and the specific area where this research
is planned to be undertaken is (chiro Town).

chiro is a town and separate woreda in West Hararghe central Ethiopia .The administrative center
of the chiro zone of the west nations, nationalities, and peoples Region, latitude and longitude of
6°54′N 37°45′E with and elevation between 1,600 and 2,100 meters (5,200 and 6,900 feet) above
sea level.it is part of the former chiro woreda which include Sodo zuria which completely sound
it.

22
3.3 Target Population
The target population of the study will be employees of Ethio Telecom chiro Town working
under corporate offices. These offices are broadly categorized as CEO Office, Commercial,
Supportive stuffs and Technical divisions. There are a total of 14 section, under each division
there are homogeneous groups based on their job positions, i.e., Staffs, Supervisors, Managers,
Directors. There would be a total of 655 employees, of which 1 Director, 13 are Managers, 86
are Supervisors and the remaining 555 are Staffs in 2023/24 budget year in ethio telecom town.

3.4 Sample size and Sampling Techniques

Population of the study encompassed ethio telecom chiro Tworking in corporate offices. The
population sizes would 655 employees, working under 14 section.

Using Yamane’s (1967) sample size calculation method w a 90 % confidence level and 0.10
precision levels the study sample became 86 employees (which the 1 Directors, 13Managers, 86
Supervisors and remaing 555 are Staffs).

n=655/1+655 (0.102) =86

Where: N= is the population size,

e = sampling error

The allocation of study sample will do in proportion to the size of each homogeneous group
under each division. Accordingly, the study will use stratified random sampling technique, in
order to accommodate the views of employees in all divisions, which constitutes a homogeneous
group i.e., staffs, supervisors, managers and directors

Table 3.1 Proportion of sample distribution

Sample proportion per job level Sample per

No-of division
Name of devotion
staffs Directorate managers supervisors
staffs
communication 9
1 1 6 8

Human resource 8
1 1 2 4

23
Finance 57
2 1 2 5
Fixed network 136
1 1 2 6 9

Wireless network 50 1 2 3 6

Network 87 2 4 6
infrastructure

Supply chain 12 3 3 6
15
Physical security 1 2 1 4

Legal 6 1 2 2 5

Facility and civil 16 3 4 7

work

Pilate 41 1 2 5 8
management

Direct channel 178 1 5 8 14

Indirect channel 20 2 2
sells

Enterprise 24 1 1

Total 655 1 10 26 49 86

Source; Ethio telecom wolaita sodo town HRM office , 2023

3.5 Data Source and Collection Instruments

Both primary and secondary data sources would used to conduct this study. The primary data
collected from a self-administered structured containing close ended questions relating to the
research questions. The questions in the questionnaire are partly adapted from organizational
communication survey (Gubeladze, 2021) after some customization. The survey instrument
contained closed ended questions with a five-point Likert response scale that ranged from 1 -
Strongly Disagree to 5 ―Strongly Agree.

This data used as the principal source of data for this study. The secondary data collected from
books, financial recordings & annual and semi-annual performance reports, internal magazines
of Ethio telecom chiro town, E-sources, library books, journal articles.

24
3.6 Methods of Data Analysis
This study will be summarize responses of the respondents by grouping similar responses
together and avoids repetition and edit errors to cleanse collected data where possible.

Descriptive statistics helps to describe the characteristics of the variables of interest in the study
(Kohtari, 2019). In the descriptive statistics frequency distribution, mean and standard deviations
would used to describe the general information about the respondents’ demographic information,
to identify the type and the influential form of communication used in the implementation of a
strategic plan.

3.7 Ethical Consideration

Ethical considerations are considered during the research. As part of this, participants of the
research would full have informed about the purpose of study being conducted and the relevant
information will collected with full consent of participants without any coercion. Confidentiality
of the data collected and anonymity of respondents would be kept private. Participants of the
survey are informed the data collected would be used for academic purpose only. Finally, the
results of the study would be communicated to interested participants.

CHAPTER FOUR

TIME PLAN AND COST BUDGET

Activities Nov Dec Jan Feb Mar Apr May Jun

No

Problem identification *

Topic selection *

Literature review * *

25
 Proposal writing * *

Proposal summation *

Proposal paper *
defense

Data collection and * * *

process

Data analysis and * * *

interpretation

Final report writing *

Paper presentation *

4.2 cost budget plan

Description of items Quantity Unit cost in

birr
No Unit Unit total cost

1 Secretary Page 30 1 30.00

2 Papers Pack 1 140 140.00

3 Pen Piece 3 5 15.00

4 Pencil Piece 1 3 3.00

5 Ruler Piece 1 5 5.00

6 Binding cost Piece 1 50 50.00

7 Transportation - - 220 220.00

26
 8 Other cost - - 230 230.00

Total 693

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