M.A. / Changes in South Africa's political, socio-political and economical environments are putting pressure on local organisations to move towards a non-racial, democratic and fully representative internal organisation environment. In an attempt to accelerate the process, companies are embarking on programmes such as affirmative action and black empowerment for the employment and development of previously disadvantaged groups in order to assimilate them into the organisational culture. At present, however, the results of these efforts still leave a lot to be desired and the management of diversity in South Africa is viewed with interest as well as scepticism. The link between the success of diversity management and a supportive organisational culture has been made in the literature on the subject, but not explored extensively in terms of the elements contributing to the culture, especially language and the processes involved in sharing meaning. It has been proven that a well-planned strategic approach to diversity management should have communication as its pivotal point, making language and meaning the next logical field of study. The literature overview thus systematically explored the ways in which the process of sharing meaning can perpetuate the status quo or act as a change agent in the process of transforming an organisational culture to be receptive and supportive of diversity.

Pressure is on organisations the world over to report to their stakeholders, not only on their economic performance, but also on their environmental and social performance. In South Africa the King II code of corporate governance provides the guidance and impetus for this integrated “triple bottom line” sustainability reporting. The ICT sector in South Africa has been cited as lagging behind other sectors with regards to sustainability reporting, particularly in environmental sustainability reporting. Many ICT organisations would appear to be using their office and service based existence as reasons for having little or no impact on the environment. The study of the impacts of ICT on environmental sustainability in this research suggests that this is not necessarily the case. An assessment tool based on the internationally recognised Global Reporting Initiative Guidelines was developed in this research to investigate the level of environmental sustainability reporting in the South African ICT sector. The investigation showed the level of environmental sustainability reporting in the sector’s 2005 annual reports to be low. To get an indication of the level of reporting in more developed countries, a small sample of international ICT and service organisations was assessed using the tool, which showed significantly higher levels of environmental sustainability reporting. A set of ICT specific environmental sustainability performance indicators are proposed to enhance and encourage more significant levels of environmental sustainability reporting in South Africa.

The study is set out to analyze organizational communication at South African Port Operations (SAPO), Port Elizabeth. The analysis was based on the four formal flows of communication in an organization, which are upward communication, downward communication, horizontal communication and diagonal communication. The study was also meant to provide suggestions on how to improve communication at SAPO, Port Elizabeth especially with regard to the above mentioned flows. The literature review looked at the four different flows of communication which occurs in the organization. From the review, one can conclude that in order for an organization to function properly communication is needed to co-ordinate all the activities towards an organization’s goals. The empirical research was carried out using mainly qualitative methods of data collection. Focus group interviews were used as a method of gathering information. The sample was drawn from employees who are working for SAPO, the sample was drawn from various levels of authority within the company. The findings have revealed that there are various flows of communication at SAPO, but there needs to be improvement particularly with upward, horizontal and diagonal communication. The research also revealed that downward communication has more formal channels.

The study explored organizational communication at Algoa Bus Company (ABC) in Port Elizabeth. The exploration exercise was based on flows of communication at ABC. This research project captured the four flows of communication as they colour relations within the company. The four flows of communication are, namely: upward communication which refers to messages that flow from subordinates to superiors, downward communication flow which refers to communication directed to the lower levels of hierarchy by higher levels, horizontal communication flow which refers to communication amongst people who are at the same level of authority and diagonal communication flow refers to communication across the organisational levels. The study also explored the structure of such communication processes and from a normative point of view, it does expose weaknesses though.

The purpose of this research is to highlight the importance of identifying the communication frequency within the leader-member exchange (LMX) relationship, and to appreciate what the positive or negative effect of a low or high LMX frequency has on this relationship and on staff morale. Management is for the most part responsible for communication frequency and is in a position and has the means to change such frequency or to add additional communication channels. The research was based on a program introduced in a South African retail company three years ago. Data was collected from 64 stores in the Western Cape and the results were statistically analysed on the SPSS16 program. The results clearly supported the hypotheses that, in a low-communication frequency area, an increase in communication frequency has a positive effect on staff morale and that the proximity to head office (or lack of it) does not have a negative effect on staff morale.

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This study examined the relationship of managers' relational messages with employees' communication satisfaction, as well as compliance-gaining requests and participants gender in superior-subordinate communication.

A novel approach was used to investigate differences between groups using computer-mediated and face-to-face communication. In a laboratory setting, three-person groups completed three survival themed tasks. The tasks were related in that the output of a preliminary task became the input of the sequent task.

Mergers have become a common feature for South African organisations since the dawn of democracy in 1994. There are several studies completed internationally and locally on how to handle mergers in general. There is limited research however on the role played by communication in this process. In this regard, this study aims to analyse the role of communication during a merger in an information communication technology (ICT) organisation, underpinned by Nudge’s Change Theory, which asserts that employees should be involved in the merger process, thereby making it possible to take their views into consideration. Quantitative and qualitative approaches were employed in this study to gain insight on the role communication plays before, during, and after a merger. Primary data was collected from employees based at the organisation’s Head Office in Pretoria, through online questionnaires and semi-structured interviews. Descriptive statistics and thematic analysis was used to analyse data. Results of the study show that communication with employees before, during and after merger was poor, resulting in high levels of uncertainty among employees. Furthermore, management did not provide adequate feedback to employees during the process. This caused panic among employees and a lack of confidence in the success of the merger. Based on these findings, it is recommended that top management investigates ways of enhancing channels of communication to ensure that communication with employees during mergers is not only meaningful but effective. The findings confirm recommendations made by Nudge’s Change Theory of the need to equip both management and employees during times of uncertainty. In this regard, further research to be conducted with different companies in the sector on the role employee communication plays during mergers to see if similar perceptions are maintained or changed. / Communication Science / M. A. (Communication)

In recent years the failures in the exchange of information between different parts of a highly specialized social services sector has been increasingly criticized. Criticism that has pointed out the dangers of these shortcomings within this highly specialized sector. One main characteristic of specialized social services is that the profession's domain is divided into one or more social service authorities and one or more treatment units. This study aims to show the integrative processes that exist within the specialized social services sector and points out the importance that they have. Further this study will show what factors are influencing these integrative processes. The concept of integrative processes describes in general the interaction between different actors, actors that seek collaboration in order to achieve common goals. The work focuses on integrative processes within a highly specialized social services sector which occur during the initiation and implementation of home-based treatment programs. Programs targeted at children and young people who are no older than 17 years and were carried out by the social services' own treatment resources. The reason for this is the high incidence of integrative processes in this phase of work which therefore enables a comprehensive examination of these interactions. The empirical material in this study is made up partly of documents such as operation plans and semi-standardized research interviews. The analysis of the data is carried out within a theoretical framework consisting of a coupling of the Domain Theory and New Institutionalism Organization Theory. The final discussion points out the factors that reinforce a positive impact on integrative processes and their application in the initiation and evaluation of home-based treatment programs.