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Communication skills and interpersonal relationships have been receiving an increasing amount of attention in literature on workplace culture. Being polite serves a significant role in building up a harmonious working environment, and in enhancing communication efficiency. Current approaches to politeness have called for a more comprehensive framework than the polite-impolite continuum. There is a growing tendency to view politeness as a matter of appropriateness, which involves the negotiation of relationships. This new trend is represented by Spencer-Oatey’s rapport management theory. While rapport management has been framed within the study of workplace culture or communities of practice (CofP), little empirical research has investigated its application in intercultural settings. The present study has continued the focus of building up and maintaining rapport at work, which draws attention to intercultural communicative behaviour as it arises in a multicultural context. In essence, the purpose of this study is to examine how people from different cultural backgrounds manage rapport at work, and consequently explore how the workplace culture is shaped. It also aims to document and examine the change and development of workplace culture with the participation of different members. A multi-method approach underpins the study, which enables the research concern to be looked at from different perspectives. This approach, involving the adoption of workplace observation, audio recording of conversations, and semi-structured interviews, overcomes the weakness of using one single instrument to analyse communicative behaviour. Situated in a multi-cultural university workplace in Mainland China, the research makes use of naturally-occurring interactions between Chinese and foreign (American and European) teaching-related staff. The study is composed of two phases with some overlap of participants. Conversations are analyzed using Spencer-Oatey’s rapport management theory. While audio recording serves as the primary tool to collect data, follow-up and in-depth interviews were conducted in which participants were asked to recall and evaluate others’ and their own communicative behaviour. Findings from the data analysis suggest that participants exhibit an appropriate amount of their own inherent behaviour. Each of them contributes their own cultural traits and personalities to the intercultural communication process, which ultimately determines the general tendency of rapport management style. A diversity of rapport management strategies is identified according to participants’ different rapport management orientations and individual dispositions. Some features of the workiii place culture are thus clearly revealed. Neither the local Chinese staff nor the foreign (native English-speaking) staff behave in a way that could be described as typical of their own culture; their behaviour conforms to a hybridized culture which shows characteristics of both the local Chinese and foreign cultures. The comparison of results from the two phases indicates that the workplace culture evolves according to the cultural and personal attributes displayed by participants. This process is associated with a pidgin language analogy. This study therefore yields a better understanding of the dynamic nature of intercultural workplace communication. While there has long been debate and emphasis on adaptation to a workplace culture, the present study suggests that cultural hybridization is the trend in such a multicultural university workplace. It is therefore implied that in order to manage rapport appropriately in intercultural communication, it is important to be able to negotiate one’s behavioural norms to the workplace culture instead of only acclimating oneself to the local culture.

Changes in the global marketplace have led to an increased emphasis on high quality customer service. Highly committed and satisfied employees are integral to developing a loyal and consistent customer base. Principles of organizational communication and trust, the learning and teaching organization, and the Baldrige assessment are integrated into an organizational structure that is Built to Serve all customers, both internally and externally. The literature review aims to enhance the current literature by connecting the interrelated concepts of organizational change, customer service, learning, teaching, communication, trust, and assessment. This qualitative study examined an organization, NetWork, to determine its readiness level to become an organization that is Built to Serve all of its customers. NetWork is a governmental agency that manages employment issues in a county in California. The NetWork customers were categorized into six groups; unemployed job seekers, low income job seekers, employers, youth, service providers/trainers, and staff members. Eighteen focus groups were conducted to ascertain the perceptions and attitudes each customer group had ofNetWork and of relevant employment issues as well as to ascertain the relationship between the customer groups. An interview guide was developed for each of the customer groups to guide the discussions. The total sample size was 166 focus groups participants. The focus group transcripts were analyzed to determine strengths and weaknesses of the current organizational structure as well as to generate strategic development suggestions for the organization to become one that is Built to Serve all customers. The results from the analysis of the transcripts indicated several limitations in the current organizational structure as well as multiple incongruent perceptions that exist between the customer groups. Twelve research questions are examined and evidence is introduced to answer each question. The results are then interpreted in the discussion section. Recommendations for NetWork to become an organization that is Built to Serve are suggested.

In this research I tested for differences in data and information needs at two different organizational levels. I used the makeup of data and information to measure these differences. I first defined data, information, and the makeup of data and information, since the literature doesn't consistently define them. I selected endeavors as a surrogate for organizational levels, since endeavors relate to what managers do, not where managers are in the organization. I related data and information needs to different endeavors, and developed testable hypotheses to measure and test differences in data and information makeup for two different specific endeavors. I designed an experiment in which subjects ranked tasks (a strategic endeavor) and then used the same tasks to develop a weekly schedule for an employee (an operational endeavor). Subjects were selected from managers at Management Systems Laboratories, a research organization at Virginia Tech. As subjects performed the experiment, they were asked to verbalize what data and information they used off the test documents and how they used it to perform each endeavor. Using my definitions of the makeup of data and information, I found that subjects ranking tasks used 1) more information as a percentage of all data and information used; 2) more references to evaluate each indicator; and 3) more references external to the task scope, expressed as a percent of an references used, than subjects developing a weekly schedule. I was not able to show that managers ranking tasks use more data and information than managers developing a weekly schedule. / Master of Science

Research on the implementation of strategy in the strategic management field has had much less emphasis than strategy formulation and content. Several implementation models have been published which suggest important factors in the implementation of strategy. Empirical tests of these models, however, have received little consideration. In order to insure that employees who are responsible, for implementing the strategy know what to do and how to do it, communication of the strategy is necessary. Investigation of such communication with various media and the impact of such communication on knowledge of the strategy was examined in a field study. Questionnaires were administered to 1220 employees in fourteen plants of a major garment manufacturer. The survey questions addressed knowledge of strategy, media used to learn of the strategy, organization commitment, and demographic information. The employees' performance was measured using plant production records over a standard production period. The study hypotheses addressed the effect of using different levels of media richness to learn of the Strategic Business Unit (S.B.U.) level strategy and the relationship of knowledge of the strategy, organization commitment, and employee productivity. In addition, the study investigated demographic impact on communication and the most effective level of management perceived by employees in terms of communication. Research questions explored differences in plants with participative and traditional line management approaches to manufacturing processes in terms of organization commitment and performance. The study results provide a better understanding of communication media effects from the recipient's perspective and useful information on the impact of strategic knowledge on organization commitment. A lack of support for relationships between organization commitment, strategic knowledge, and productivity indicates additional research is required to further explore strategy implementation factors and performance. The study findings are useful as a basis for continuing research of the process between strategy formulation and firm performance. / Ph. D.

The purpose of this study was to investigate organizational communication in elementary schools. In addition, this study was designed to describe the organizational communication patterns found in the selected elementary schools, compare the organizational communication patterns of the schools, and compare these patterns with organizational communication in other settings. This study was conducted in two elementary schools in the Commonwealth of Virginia. Both schools housed grades Kindergarten through six. This study used the field study methodology which included participant observation, formal and informal interviews, and the analysis of school documents. The study was guided by five broad areas: 1) channels of communication; 2) flow of communication; 3) basis of communication; 4) frequency of communication; and 5) actors in the communication process. Also, the study was limited to communication between the teachers and other staff members in the building and the principal and all staff members. The study only involved communication which occurred within the school building during school activities. Based on the data, the following thoughts and conclusions were drawn from this study: l) the nature of communication in elementary schools is distinct from communication in other organizations; 2) upward communication is more frequent than downward communication in elementary school settings; 3) the communication needs of the individual appear to be related to the level of communication satisfaction; 4) both teachers and principals tend to perceive the grapevine as a negative aspect of the communication system; S) communication satisfaction appears to be related to overall job satisfaction; and 6) each school has its own sanctions and mores regarding organizational communication. Because each school is distinct with regard to organizational communication, it is concluded that additional studies designed to describe organizational communication in elementary schools may not provide any significant information. Therefore, it is recommended that future studies be done which will explore the relationship between organizational communication patterns and individual needs; and the relationship between communication channels, communication roles, and inservice activities in schools. / Ed. D.

Text in Afrikaans / Die Rektoraatsomsendskrywe word binne die Universiteit van Suid-Afrika (Unisa) gebruik as mondstuk vir die Bestuur, maar ook terselfdertyd om inligting van en/of oor Departemente, Afde lings en Institute aan ander Departement, Afde lings en Institute oor te dra. Veral inligting betreffende personeelaangeleenthede, departemente le aange l eenthede, gel eenthede aangebi ed deur 'n Departement, verandering in diensvoorwaardes, die beleid van Unisa, die eksterne publieke van Unisa en die verbetering van die algemene welstand van die personeel word versprei. Die vraag het ontstaan in welke mate hierdie kommunikasiekanaal effektief funksioneer. Daar wil ook vasgestel word hoe belangrik die Rektoraatsomsendskrywes as kommunikasiekanaal beskou word in die totale kommunikasiesisteem van Unisa. 1.3 PROBLEEMFORMULERING Die doel van hierdie studie is om die Rektoraatsomsendskrywe as kommunikasiekanaal binne Unisa te evalueer. 1.4 AANNAMES Die volgende aannames ten opsigte van die huidige status van die Rektoraatsomsendskrywe as kommunikasiekanaal aan Unisa gaan geverifieer en vergelyk word met die riglyne soos wat dit onder punt 3 uiteengesit word. Die Rektoraatsomsendskrywe word beskou as die belangrikste kommunikasiekanaal waardeur die Bestuur vinnig met alle Personeel gelyktydig kan kommunikeer. Die Rektoraatsomsendskrywe funksioneer nie optimaal nie. Personeel verkies Rektoraatsomsendskrywe in ten minste Afrikaans en Engels. Die uitleg van die Rektoraatsomsendskrywe voldoen nie aan die behoeftes van die personeel nie. 3 Te veel Rektoraatsomsendskrywe het gedurende 1995 verskyn, dit wil se oorlading het voorgekom. Die gedrukte formaat Rektoraatsomsendskrywe word verkies bo die Rektoraatsomsendskrywe in elektroniese formaat. Die verspreiding van sekere reekse Rektoraatsomsendskrywe aan sekere teikengroepe het tot gevolg dat inligting wat van toepassing is op alle personeel, slegs aan sekere groepe personeel gestuur word. Daar is nie konsekwentheid in die tipe inligting wat aan die verskillende teikengroepe gestuur word nie. / Communication Science / Unknown

Submitted in fulfilment of the requirements of the Degree of Master of Technology: Business Administration, Durban University of Technology, 2012. / Communication is the basis of all relationships. Be it personal or professional, people cannot do without healthy and effective communication especially, when it comes to business. Good communication skills are of vital importance. While most countries do speak English, which is the globally accepted ‘business’ language, there are still big challenges with language as well as cultural differences. This study aimed to investigate the role of interpersonal communications in manag- ing South African – German business relationships. The objective of this study was, firstly, to identify which communication channels South African business organiza- tions use to communicate with German businesses and, secondly, to explore the associated problems experienced by South African business people. Based on the investigated problems, recommendations were provided on the technical level and the personal level as to how communication can be made more effective to improve South African and German business relationships. In order to accomplish the objectives of the study, a quantitative study was con- ducted by means of self-administered e-mail based questionnaires. In addition, a qualitative study was conducted using self-administered interviews based on the quantitative results of this study. In both cases, the respondents were purposively selected. Conclusions and recommendations were thereafter drawn from the findings of the study in comparison with the literature review. The results showed that effective communication in business is not as easy as it of- ten seems. There are problems in business communications between South African and German business partners mainly based on the cultural differences. The report recommended that companies should invest more in training and work- shops in order to help communication partners to understand cultures abroad and to understand the communication habits of overseas business people.

M. Tech. Language Practice / This study seeks to investigate intercultural communication between employees at a French-speaking West African embassy in Pretoria. Thirty (30) research participants were selected by means of convenient and voluntary sampling techniques. The study followed a qualitative case study research approach, and used three instruments to collect its data: observation, recording and interviews. It analysed its data through conversational and content analyses. The findings of this study aimed to improve intercultural communication interaction between French and non-French-speaking employees in order to promote a friendlier intercultural environment.

Drawing on extant literature, a direct relationship between organisational communication and commitment factors has been demonstrated. This study was conducted to examine the trust climate involved in observed relations between organisational communication practices and organisational commitment. A cross-sectional descriptive questionnaire survey approach was adopted to gather data in three State-owned and two Joint-venture organisations located in the city of Nanjing, China. Using non-proportional stratified sampling, 1300 employee participants were chosen, and 757 responded with a usable response rate of 58%. Statistical software Predictive Analytics Software (PASW) and Analysis of Moment Structures (AMOS) were utilised to analyse the data. Structural Equation Modelling (SEM) analyses revealed that relations between employees‟ perspectives on organisational communication and their affective and normative commitment were mediated by trust in the workplace. The results showed that the 77% total effect of supervisory communication to commitment is mediated by the compound effort of trust in supervisor and trust in organisation. Additionally, trust in the organisation has been demonstrated as the mediator of trust in co-workers and organisational communication. The study recommends that Chinese organisations should; train managers to be good communicators, which could enhance employees‟ sense of belonging to the organisation and creating a trusting climate that increases the employees‟ commitment to the organisation. These could lead to more communication channels that would facilitate information sharing. Implications for researchers and managers are discussed and limitations are identified at the end of the research.