Communication in My Organization

The Directorate General of Budget (DGB) in Ministry of Finance is responsible by law to prepare, coordinate and oversee the execution of a balanced financial plan (the National Budget) that reflects national policies and priorities, then to monitor implementation and performance of that plan at the national level throughout the course of the year (Ministry of Finance [MoF], 2012).

The National Budget being the central coordination mechanism for allocation of resources to different Government functions demands coordination harmony and communication excellence throughout the Government structure. PFM elements of Strategic allocation of resources, alignment with Government's policy objectives, increased demands for transparency and accountability, fiscal sustainability and the very sophisticated nature of budget preparation cycle has made DGB much more complex and dynamic over the years. It therefore, questions the managerial communication model in place and employee's stewardship of writing and speaking to get things done. With evolution of new communication approaches and constantly changing coordination paradigm it is useful to assess the influence of past communication eras over the current pattern of communication in DGB.

Narrowing down to the functions within the Directorate, DGB uses a contingency approach to communication. The appropriate communication strategy depends on the type of situation (Hynes, 2011). Although unintentional, DGB uses an autocratic and a participative approach interchangeably depending on the appropriate situation. This is in fact due to the highly complex nature of the Public Financial Management (PFM). Following paragraphs identify some situations and the communication models contingent to that particular situation.

Budget Report preparation is one of the key responsibilities of the Budget Directorate, which requires three months of intensive work. This cyclical process is divided into different stages or phases and has numerous deliverables and milestones. Each deliverable has its deadline. Missing deadlines is not an option. In such an instance, DGB uses administrative approach where the manager's authority is emphasized. The administrative approach is well evident from the fact that process-maps are developed and disseminated throughout the Budget Directorate and employees are asked to strictly adhere to the tasks and deadlines. These process maps divide the overall work into small components and are assigned to each unit and further to each employee. There is an unbroken line of authority that runs from Director General to Unit managers and further down to the lowest graded officer.

Unlike the administrative approach explained above DGB also uses empowerment approach of communication while dealing with the reform-oriented tasks. Units are usually encouraged and delegated with the power to come up with ideas of how to improve budgeting processes and procedures. Each