· Push channels -- an unquestionable portrayal of messages. Information is spread out despite being agreed on with employees. As a media for this channel can serve web advertisements, printed magazines, the flow of the information of the screens (if there are any), wall posters, internal newsletter. This type of channel is beneficial for delivering mundane information on a daily basis. It also provides continuous awareness of current state of the organisation. Nevertheless, since it is mostly day-to-day communication, people tend to overlook these channels and might miss the important information if there is a timing alert.

· Pull channels -- are channels that provide opportunity to find new information. Pull channels challenges the employees and help them develop initiative skills so that they will be able to find desired information in any sources available. Intranet is also a part of pull channels, because it illustrated the tendency to find out by oneself. Pull channels include blogs, videos, podcasts, annual reports, corporate mobile apps.

· Next type is talk channels -- the major objective is to create a discussion. Bia talk channels comes real conversations. Talk channels include small group meetings, discussion boards and other possible places to receive and give information, ideas and suggestions.

· One more type of channels is community channels. Main goal is to create sense of belonging and unity. Monthly corporate events, online chats, weekly challenges facilitate the sense of family in organisation.

· Engage channels enhance motivation and intentions of employees to commit. Engage channels include rewards systems and public appraisal, prints, online discussions. The essence of engage channels is based on the story-telling element. Employees need to be willing to be engaged in everyday processes of the company.

· And the final type of channels is intelligence channels. The actual channels that provide change and practical implications. Via intelligence channels top management learn about employee's idea, thoughts, constructive complaints and strategies to solve problems. Feedback is highly promoted in these channels. Intelligence channels include weekly meetings, focus groups, surveys, questionnaires and polls.

Overall, organisations need to use at least two channels to make communication happen effectively and with expected outcomes. While establishing expropriate channels for communicating relevant information it is necessary to construct "A channels matrix" that can simplify the process ion matching channels with the information needed to be delivered. Basically, the channels matrix consists of four correlated elements -- possible channel, advantages, disadvantages and commentary. It helps get a glance whether this or that type of channels is relevant to the information.

4.1 Intranet as a medium for communication

In last decade of the 20th century digital revolution triggered the advancement of every aspect of human interaction, especially internal business communication. Thus, as far as computer technology has been developing, the growth of gadget user has been arising significantly. More and more people, which the advent of smartphones started using them for daily routines and for business interactions. Thereby, a new medium for internal organisational interactions appeared, including the intranet.

Intranet is extremely useful medium for communications, storing information, sharing ideas, building community and etc. (Valskov, 2014). It enhances the productivity because it encompasses every detail in one place (Flowers, 2013).

Intranet soft wares can be either invented purposefully and uniquely for the organisation, or can be rented with one-server creation (Hopkins & Markham, 2003).

Intranet facilitates maintaining the sustainability of daily activities, which may include human resources communication, planning, strategy compliance, technology innovations, ongoing processes, inbound logistics and other correlated activities.

Via intranet it is possible to follow Michael Porter's value chain in terms of the effectiveness of internal communications.

According to Porter, after identifying the source of values, three steps can proceed. These step are:

· Indirect tangible -- actions that boost productivity;

· Direct tangible -- actions that reduce costs;

· Intangible -- actions that add strategic value.

In other words, the deployment of the intranet enables great deal of possibilities that are connected to internal communication, daily activities, performance and etc.

Summary of the literature review

There are various ways of interactions inbound the organisation and each of them is facilitated with appropriate channels, strategies and objectives. If company support value-based management, the presence of value promoting is essential. Thus, the existence and the development of special approaches to value-promoting is vital.

As stated by scholars (Cameron, Cowan, Krais), internal interactions are natural flow for company's environment and atmosphere. The main purpose of internal communication is to build awareness and create corporate unity via everyday interactions and appropriate media.

To proof the importance and the usefulness of effective internal organisation communication I am going to research two organisations in the next section of my study.

5. Methodologies and research

Research methodologies include assessing two organisations (profit and non-profit one) with the explored theoretical background in this study, after sampling and questioning members of non-profit organisation according to the scale of corporate value awareness.

Sample included 85 people, both male and female, from 16 to 35 years old, with unlike: backgrounds, daily life, interests (apart from the interests in the organisation). Thus, qualitative research is applied.

Information concerned the profit organisation is retrieved from my previous research on the related topic. However, since I am no longer a member of that organisation, I cannot conduct any more surveys. Anyway, the information gained for the previous research is enough to make contributions and implications.

The following part will consist of companies' analyses according to the knowledge obtained.

Company analysis - "KidZania"

KidZania is a unique educational space for children under 16 years old which is rapidly growing and enters the market of various countries annually (KidZania annual report, 1999). KidZania is the main project of Mexican businessman Javier Lopez Ancona. KidZania was established in 1999 in Santa-Fe, Mexico. Nowadays, KidZania functions in more than 15 countries all over the world, including: Emirates, Great Britain, Thailand, Turkey and many more. It composes 21 educational space and since 2016 KidZania has been functioning in the heart of Russia -- in Moscow.

KidZania provides safe and unique educational environment for children, where they can explore adulthood, through role-playing activities. Similarly, in real life, children are able to apply for a job, receive a degree, earn money and spend money. KidZania has its own currency for kids.

KidZania as a project combines features of both an organisation from service industry and the sphere of education.

Since KidZania is a franchise, which means the transferring of all the processes similarly to the head quarter one, corporate culture, values and norms are also inherited from the first established KidZania in 1999.

Nevertheless, it is stated that human cultures are different and when any organisation is established in a unlike country with unlike cultures, so does corporate culture of the company need to be partially adjust in order to function properly.

That is why, KidZania is a great example of adjusted corporate culture through countries. Favourable corporate culture of KidZania facilitates high-performance and high level of unity.

To begin with, it is necessary to outline values of KidZania in order to determine ways of interaction within the company.

KidZania's mission consists of seven elements:

· provide the best educational experience through role-playing activities for children;

· Provide an effective interactive environment for partners;

· Provide support for new franchisees;

· Give conditions for employees' development;

· Achieve long-term collaboration with the investors;

· Be actively involved in the protection of the environment.

KidZania's vision is "To fire up children's hearts all over the world and empower them make this world a better place".

KidZania's values are those characteristics to be looked for in employees. There are five fundamental values for Kidzania:

· Commitment -- it is an enthusiastic outlook on the job and life;

· Involvement -- productive mindset;

· Integrity -- is the ability to respect, being competent enough and honest at the same time;

· Desire to excel the expectations -- the key to working with people;

· Resourcefulness -- is being mindful about the usage of the resources.

Even according to these value, it is able to say that KidZania has people-orient value-based management approach, which perfectly matches with the purposes of my study.

In the employee-oriented organisations the main focus is on the maintaining the communication between people. KidZania's managers organise meeting, corporate event and facilitate communication in everyday activities.

One unique feature is the after-workday brief. During the after-workday brief is an opportunity for everyone to five feedbacks, share difficulties and thought and idea. This specific feature provides the sense of belonging and contribution.

Apart from being people-oriented, KidZania is has results-oriented environment. In KidZania success is appraised publicly.

While researching KidZania according to the channels of communication, it is necessary to mention that KidZania uses the variety of them. Firstly, since KidZania has project as a foundation structure, communication in projects usually happens horizontally, in other words, people from any department and any functions can easily interact with each other. As an example, I was a team coordinator and I had training session with the director of KidZania in Moscow, where I was able to communicate with the director easily without any borders or limitations.

What is more, KidZania has up-to-date process and softwares. For daily communication push, pull and intelligence channels are more commonly used. It is represented by google docs for communicating the schedule, whats up messenger for team communication and feedback sessions at the end of the day.

Nevertheless, the lack of power-distance (because of the horizontal communication) can lead to the partial loss of respect.

Moreover, KidZania has its own printed brochures, free merch, posters, powerpoint slides with relevant information.

Overall, internal communication in KidZania is explicit and vivid. Everyone understands the flow and follow up with enthusiasm.

Company analysis - "non-profit organization B"

Non-profit organisations are said to be highly difficult to cultivate and maintain. However, if values are spread out and accepted, norms are followed by, the organisation will flourish.

The organisation "B" I am going to explore is related to music industry, I am not going to reveal the actual name because of the ethical perceptions. Some titles would be omitted or interchanged with the different ones, but the essence would not be changed.

To begin with, "B" was established in 2011 by one enthusiastic musician Jayden Farliek. He formed a musical band that consisted of six people. Since that time the amount of people in this team has grown tenfold (up to 70 people are now in the team), which can contribute to the effectiveness of its activities and, especially, team culture.

There are main values spread out in B:

· Humbleness -- is the first and foremost value in B. In B competitiveness is not accepted. In contrast, each member of the team should acquire to be as humble as possible. Humbleness is a key to collaboration.

· Loyalty and availability. Organisation B seeks for available and reliable people that long to act gratuitously and allocate time to be in a team and develop together. Without loyalty and dedication, it would be difficult to be a part of this organisation.

· Initiative. This value is crucial in order to sustain successful growth of each member of the organisation. Initiative can be manifested in the majority of activities and actions, including, seeing the needed even if people do not ask for help, being ready and having the desire to put effort in the team development. Out-and-easygoingness is also important in terms of portraying the initiative value.

· Promptness. What matters is not WHAT a person has done, but HOW. The main point in this value is being ready for every event, project, team meeting, organisational meeting. Speaking about the songs, that are needed to be prepared at home so that during the team rehearsal people would not waste time searching for chords and listening to audio. How well (or how bad) a person is prepared defines his further reputation.

· Competence. This value company values. Providing that this organisation is a music band, the quality of the musical output must be at high level, in order to provide good music for the listeners. This value is more of a professional one, but still draws a lot of attention. Competence value helps filter fit-in people and deselect those, who are not ready yet. Competence is an ongoing continuous value that based on the skills improvement.

Anyway, when people come to this organisation, first thing managers do is they send the welcome document with every aspect of the organisation listed, including set of values, mission and vision and other peculiarities such as dress code, norms of timing and other important information needs at the first stage of getting acquainted with the organisation. Basically, before people "apply” to be a part of this team there are fully aware of values and things to do to become a functioning member of a team.

Organisation B has transparent and understandable process that consist of three main parts.

For singers:

1. Primary audition.

The first stage where fit-in people are identified is primary audition, where applicant sing any song and managers asses.

2. 12/7 and 30.

If the first stage is successfully passed, a person moves on the next stage that include 3 main elements: 12 weekly team meetings attendance, 7 vocal trainings attendance and learning 30 songs from the song-list.

3. Final audition.

After the completion of the second stage a person is assessed while singing prepared songs from the list and in case of successful completion, becomes a fully functioning member of a team that can sing on stage and at events.

For musicians:

1. Primary audition.

The first stage for musicians is the same as of singers. Musician show their skills and abilities and are assessed by competent managers.

2. 12 and 30.

Second stage for musicians is slightly different, it omits the 7 trainings required for singers. If the first stage is successfully passed, a person moves on the next stage that include only 2 main elements: 12 weekly team meetings attendance and learning 30 songs from the song-list.

3. Final audition.

After the completion of the second stage a person is assessed while playing prepared songs from the list and in case of successful completion, a person becomes a fully functioning member of a team that can play on stage and at events.

Moreover, from the moment of the primary audition every person can attend any event of the organisation, get acquainted with people and even start incorporating values in actions.

In order to maintain communication between people in organisation B, several channels are commonly used on a daily basis.

Organisation B uses almost every type of channels existed, but not every media.

As for push channels, only one media is used. Organisation has its own website which is not spreading out any new information. It is on the website, if someone needs it. This information includes mission, vision and a bit of history of team creation and development.

Pull channels are extremely widespread in the organisation B. It uses the variety of them. For example, in order to deliver news about schedule, Doodle by Google is used. So, when managers need to gather information about when and where people can participate in an event, they send doodle table for people to tick the availability. It seemed to be convenient and useful. After doodle is formed, managers analyse the table and fill in the Google excel table with monthly calendars with all the events where singer or musicians needed. To see this table every team member need to open google disc and on their own find that table. The process of monitoring this table enables the organisation to promote several values, including initiative, loyalty and promptness.

Engage channels are also actively used by the organisation B. There are a lot of opportunities for people to approve oneself. For example, those who plays more times than the others, are awarded during annual team building trip.

Community channels are represented by weekly, monthly meetings, events. Main communication is held in the website social media vkontakte, where special online group chats are generated to communicate new importation upcoming events and many more. People who play similar instrument has their own chat to interact. Singers also have their own group chat. Online chats create sense of belonging and maintain continuous communication. People are aware of every member of a team.

Intelligence channels are mainly used during semi-annual team meetings, where surveys are conducted. Typical questionnaire consists of several questions. Let me illustrate questions and answers to show feedback on values and processes of the organisation from people.

The first ever survey was conducted 5 years ago. Afterwards it was improved and now and it consists of eight scale statements and two open questions. People need to check 1 to 5 to what extent they agree with each statement.

Accumulated results (calculated with Microsoft Excel) for that survey is represented bellow:

Statement 1: "I feel that I am a part of the team"

The overall result was 3.7, which means that being as a unity is less than typical thing for everyone and people may feel a bit lonely, but it is more than the average.

Statement 2: "People in the team pay attention to me"

This statement is close in meaning to the previous one and was assessed quite similarly, with the average score - 3.6.

Statement 3: "It is convenient for me to use vkontakte chat"

That was more information-to-think-about-and-adjust-strategy statements. The average score was 4.2, which is definitely a proof that this type of channels works.

Statement 4: "It is convenient for me to receive information through via Google table"

Same information-to-think-about-and-adjust-strategy that, in contrast to the previous one, showed a slightly different response. The average score - 3.9, which is still appropriate, but it triggered thoughts for better deployment of the media.

Statement 5: "I would like to get feedback about my activities in the team"

This statement scored 4.0 which means that people are ready for feedback. 5 years ago this phenomenon was not so popular, but organisation B decided to cultivate it in people.

Statement 6: "I am ready to take more responsibility in the team"

The average score is 4.3, which emphasises the importance to delegate and trust people with responsibilities.

Statement 7: "We meet together with the team often enough"

The average score for this statement is 3.0, which illustrated the lack of communication between ordinary people. It points out the importance of meeting and the necessity to make them often, in order to build sense of unity and support it.

Statement 8: "I have friends in the team"

The average answer is 3.7. This means that not everyone is in close relationships with people in the team. Managers need to create more opportunities for interactions and promote friendship value.

Open questions had privacy information and are restricted to be revealed in this study according to ethical norms and the freedom of words.

To summarise this survey, it is needed to mention that channels for communication in the orgsnioatiorn B is used properly and effectively, however, some still need to be worked on. Speaking of the relationships within the team, it is important to say that relationships need to be built and fire up, thus, in this case, organisation B should implement new strategies or values to signify the necessity of friendship.

One more short research was conducted in the organisation of B. It is related to the understanding, accepting and promoting team values via everyday life of the team.

It consisted of four multiple one-answer questions and one open question.

Results were analysed and accumulated below:

Question 1: "Do you think that values are key elements in any organisation?"

Answers: yes, no.

100% of the respondents agreed with this statement. It can be said that people in the organisation B are aware of the importance of values.

Question 2: "What are the values of our organisation?"

This question was an open one and respondents wrote down values that they remember or closely connected. The majority of respondents were able to name all of the values of the organisation B (humbleness, initiative, loyalty, promptness, competence).

Question 3: "Do you think that values in our organisation are promoted and supported with day-to-day activities of the organisation?".

Answers: yes, no, maybe.

The vast majority of the respondents answered "Yes" to this question. However, there are 5% of people that disagreed. It is possible to pinpoint that values are promoted but still needed to be more actively spread out so that everyone can follow-up.

Question 4: "Do you think it is essential for every member to accept and follow the values of our organisation?

Answers: yes, no, there are exceptions.

88% of the respondents said that it is essential for every organisation member to accept and follow values. 2% of the respondents answered "no". The rest chose the third variant "there are exceptions".

Question 5: "If you answered, 'there are exceptions', could you please elaborate on that?"

Those respondents who answered, 'there are exceptions' explained that some people might need time to get used to the values.

6. Analysis and outcomes

This study consists of the analysis of two organisations: KidZania (profit), and B (non-profit). As an ex-member of KidZania I was able to use past materials and resources in order to create a comprehensive review. In contrast, as a current member of the organisation B I was able to conduct surveys in order to enquire more information relevant to my study on the topic of reflecting values via internal communications.

General Findings and implications

The analysis of the organisation B illustrated that internal communication is held via effective channels and values are promoted through everyday activities by people. This analysis also triggered the importance of the creation one more value to nurture - Value of friendship, relationships and connections within the organisation. People may be competent, initiative, loyal and prompted, but without relationships there are no connections, no unity in a team. Non-profit organisations, in contrast to profit ones, need to motivate and promote values even more actively. Moreover, it is essential to create appropriate values that would be helpful, useful and beneficial to the mental state of the organisation and the overall development of the organisation, that will also facilitate the maintaining of corporate culture, since there is no money involved in any process.

Unfortunately, neither KidZania nor organisation B do not use intranet for their internal communications. However, it would obviously beneficial to incorporate intranet into the organisation, in order to create at least one source where all the information is held.

As was researched, to build strong communication among people within the organisation, every type of communicational channels should be used.

Conclusion

Reflection of corporate values through internal organisational communication is the continuous process that combines a lot of effort and determination. Major aspects that influence this process are: explicitness of corporate culture, its vividness, appropriate channels of communication that function effectively in day-to-day management of the organisation and clear and transparent system of values, according to the purposes this or that organisation desires to achieve.

This study illustrated that values are inevitable in any organisation. Values provide solid foundation of each and every process. Values build up the understating and the optimal direction to go. Values facilitate unity and strengthen corporate identity. In order to provide values wholesome environment to grow and develop in, channels of interactions need to be functioning with efficiency.

This study proved that values can provide prolonged efficiency of corporate performance. Sense of belonging, that by the same token values can enhance, has also a long-term impact on both the employees and the managerial unit.

This study also shown the necessity to nurture the importance and the worth values among the employees by virtue of communicational channels.

This study can be a solid ground for further research on the topic of business communication and its peculiarities in order to improve overall behaviour thing the organisation and advertise the relevance of value-based management in the newest generations. This study also illustrated that communication is a key element not only in everyday mundane life, but also the business setting

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