In order to engage employees effectively, organisations need to practice two-way communication within a symmetrical worldview. This will encourage employees to feel valued, to participate in decision-making and contribute to obtaining organisational goals. Practising two-way communication will help to build stronger relationships between employees and managers, leading to increased employee engagement. Thus, the better the communication between managers and employees, the more engaged employees will be. Furthermore, the selection of communication channels can impact on the success of the message that is sent. Research has shown that if the inappropriate communication channel is selected when communicating with employees, the message might not be effectively received and understood. New technology, specifically Facebook can be introduced to provide an open and transparent channel for communication. Facebook can also facilitate two-way communication, which can lead to increased employee engagement. The literature study conducted informed the interview schedules that were developed and used to conduct semi-structured interviews with managers and focus group interviews with employees within two organisations in the South African financial sector. This was done in order to understand their expectations regarding the use of Facebook as an internal communication channel to enhance employee engagement. In terms of the conclusions derived from the empirical research, it seems evident that Facebook could be used as an additional internal communication channel to enhance employee engagement. Trust remains a very important factor in that managers should trust employees to use the channel in an ethical manner and employees should trust the organisation and its managers that they may voice their opinion freely, without the fear of victimisation. Facebook can be used to promote engagement on a social level to build relationships inside the organisation. However, managers and employees can together create a contract of understanding that will form the outline for a policy that will govern the use of Facebook. The parties involved can then negotiate the terms of this contract of understanding to ensure that all expectations regarding the use Facebook are met. / MA (Communication Studies), North-West University, Potchefstroom Campus, 2013

The rationale that effective internal communication plays a crucial role in aligning employees to organisational goals, and in so doing, inculcate employee engagement and help an organisation to succeed, is remodelling internal communication management within organisations. At the core of the preceding rationale lies the fundamental realisation and acknowledgement that effective internal communication is not the function of the communication department, but in effect a basic prerequisite that must be understood, embraced and practiced by all levels of management. Managers without effective internal communication and employee engagement cannot execute the responsibility of strategic alignment. The challenge is now to ensure that the internal communication process is approached as a properly structured and efficiently managed system, rather than a collection of fragmented messages that often cause confusion among employees and compel disengagement. This study explores to what extent the senior managers at the North-West University understand their fundamental role in facilitating effective internal communication and employee engagement. An extensive literature study revealed that there is a correlation between effective internal communication and understanding of organisational strategy and objectives among employees. In addition, a strong correlation between effective internal communication, employee engagement, employee performance and organisational profitability has been identified in literature. The empirical findings were obtained by means of a qualitative research method in the form of semi-structured interviews with senior and middle managers. The semi-structured interviews explored and described how the managers perceive the nature of their role in facilitating and sustaining effective internal communication and employee engagement. In comparing the actual role of senior managers at the University in internal communication and employee engagement with the ideal state related to D'Aprix's (1996) manager's communication model, as well as the principles of a convergence model of communication, information richness of communication channels, a leadership communication framework and the impact of highest scoring manager activities and attributes, it was concluded that this communication role is still misunderstood by senior managers and not properly structured and executed. Consequently, internal communication is not adequately fulfilling its strategic potential as a means to establish positive relationships, diffuse information, motivate, and align employees' actions and behaviour to the set goals of the University. It is suggested that future studies measure and determine whether the engagement levels of employees at the North-West University have increased as a result of managers fulfilling their internal communication role effectively. Another study could also assess and measure the effectiveness of internal communication channels, with the view to develop an internal communication channel guide or toolkit for managers at the North-West University. The key drivers of employee engagement and related effect on the North-West University's performance could also be explored and measured in future research studies. / Thesis (M.A. (Communication Studies))--North-West University, Potchefstroom Campus, 2010.

The rationale that effective internal communication plays a crucial role in aligning employees to organisational goals, and in so doing, inculcate employee engagement and help an organisation to succeed, is remodelling internal communication management within organisations. At the core of the preceding rationale lies the fundamental realisation and acknowledgement that effective internal communication is not the function of the communication department, but in effect a basic prerequisite that must be understood, embraced and practiced by all levels of management. Managers without effective internal communication and employee engagement cannot execute the responsibility of strategic alignment. The challenge is now to ensure that the internal communication process is approached as a properly structured and efficiently managed system, rather than a collection of fragmented messages that often cause confusion among employees and compel disengagement. This study explores to what extent the senior managers at the North-West University understand their fundamental role in facilitating effective internal communication and employee engagement. An extensive literature study revealed that there is a correlation between effective internal communication and understanding of organisational strategy and objectives among employees. In addition, a strong correlation between effective internal communication, employee engagement, employee performance and organisational profitability has been identified in literature. The empirical findings were obtained by means of a qualitative research method in the form of semi-structured interviews with senior and middle managers. The semi-structured interviews explored and described how the managers perceive the nature of their role in facilitating and sustaining effective internal communication and employee engagement. In comparing the actual role of senior managers at the University in internal communication and employee engagement with the ideal state related to D'Aprix's (1996) manager's communication model, as well as the principles of a convergence model of communication, information richness of communication channels, a leadership communication framework and the impact of highest scoring manager activities and attributes, it was concluded that this communication role is still misunderstood by senior managers and not properly structured and executed. Consequently, internal communication is not adequately fulfilling its strategic potential as a means to establish positive relationships, diffuse information, motivate, and align employees' actions and behaviour to the set goals of the University. It is suggested that future studies measure and determine whether the engagement levels of employees at the North-West University have increased as a result of managers fulfilling their internal communication role effectively. Another study could also assess and measure the effectiveness of internal communication channels, with the view to develop an internal communication channel guide or toolkit for managers at the North-West University. The key drivers of employee engagement and related effect on the North-West University's performance could also be explored and measured in future research studies. / Thesis (M.A. (Communication Studies))--North-West University, Potchefstroom Campus, 2010.

This study is an exploration of a change management intervention tool described here as the Hypothetical'. This tool is not described in organisation literature, but many of its functions and features can be found in theories relating to, for example, organisational communication, change management, leadership and team dynamics. The Hypothetical does, however, appear as a discussion forum in the popular media. In the 1980s and 1990s, the high profile television program, Hypotheticals, hosted by Geoffrey Robertson QC, dramatised decision making processes, and teased out some of the moral dilemmas inherent in social and political problems, utilising high profile panelists from the social, political and business elites. In the 1990s, the Hypothetical made a transition from the television screen to the management meeting room and the executive suite. The researcher of this study has similarly used the Hypothetical in his capacity as a communications consultant for a number of public and private client organisations. With this background, this study was undertaken to explore the Hypothetical and to identify those functions and features that define its appropriateness as an intervention for organisational communication and change. The findings from this study are founded on two aspects a review of relevant organisation literature, and data from the presentation of a specific Hypothetical intervention to the public organisation Centrelink Queensland. The Hypothetical tool, as identified in this study, is a one-off, 90 minute performance involving a facilitator, audience, and members of a panel who represent the organisation in which semi-fictitious storylines are meant to symbolise elements in the cultural life of the organisation. The study also identifies a Hypothetical process in which research methods that are applied, before and after the intervention performance, help to identify the functions and features of the intervention. The features of the Hypothetical, as an intervention are viewed through the lens of Goffman's 1959) classic theoretical framework of symbolic interactionism, where the organisation is conceptualised as 'theatre', and the motivations and actions of its members are interpreted through the symbolism of theatrical performance and interaction. The study also draws on symbolic convergence theory to explain what happens inside an organisation through the language, conflicts and shared cultural experiences of its members. The Centrelink Hypothetical in this study reflects aspects of the shared organisational culture, and presents its fictitious storylines in the context of dialogues between its panelists. The panelists are representatives of their organisation and are heard reflecting the values of that organisation's culture. Consequently, the analysis of text through the Hypothetical transcript the deciphering of shared narratives, mindsets, motivations and visions of the future, and so forth forms a significant aspect of the study for conceptualising Centrelink organisational culture, and for identifying how problems of communication and change have become embedded in that culture. More specifically, it is through the Centrelink Hypothetical that this study seeks to identify the functions of the Hypothetical and to determine how they may contribute solutions to Centrelink's management problems. The literature consulted for this study reveals that the Hypothetical is closely allied, as an intervention process, with the relatively new management practice of scenario planning. It scenario planning that attempts to build a generative learning capability within organisations a continuously looping process of deep learning that takes place within each organisation's unique strategic conversation. This study draws on scenario planing to identify similar performance features within the Hypothetical process stimulating the organisation to be responsive to, and to embrace, change; finding appropriate methods of communication; identifying and modifying mental models. This study also highlights a significant difference between the scenario planning process and the Hypothetical. Emerging literature in management psychology asserts the importance of the emotionally intelligent team, which demonstrates its social skills and empathy. However, the driving force behind scenario planning is 'the business idea', or the organisation's mental model and what drives it, and there is little or no attention paid to the importance of emotional capabilities in the scenario planning literature. Findings from the Centrelink case demonstrate that a significant dimension of the Hypothetical experience is the impact of symbolically convergent scripted roles and the related capacity to utilise emotional intelligence. Consequently, this study recommends that suitable emotional frameworks be employed throughout the Hypothetical process to help discern appropriate members' behaviours and suggest how the combination of such behaviours may be used to enhance the organisation's future generative learning process.

Submitted by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 2016-02-03T15:38:02Z No. of bitstreams: 1 Dissertação - Manuella Dantas Corrêa Lima.pdf: 3808301 bytes, checksum: 74c6c77215064990ceab06c630344682 (MD5) / Approved for entry into archive by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 2016-02-04T13:01:13Z (GMT) No. of bitstreams: 1 Dissertação - Manuella Dantas Corrêa Lima.pdf: 3808301 bytes, checksum: 74c6c77215064990ceab06c630344682 (MD5) / Approved for entry into archive by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 2016-02-04T13:08:32Z (GMT) No. of bitstreams: 1 Dissertação - Manuella Dantas Corrêa Lima.pdf: 3808301 bytes, checksum: 74c6c77215064990ceab06c630344682 (MD5) / Made available in DSpace on 2016-02-04T13:08:32Z (GMT). No. of bitstreams: 1 Dissertação - Manuella Dantas Corrêa Lima.pdf: 3808301 bytes, checksum: 74c6c77215064990ceab06c630344682 (MD5) Previous issue date: 2015-02-06 / CAPES - Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Case study of qualitative approach, exploratory and descriptive, developed at the Institute Ler para Crescer, a Non-Governmental Organization that conducts activities with children and adolescents in the city of Manaus, state of Amazonas. The main objective is to analyse the dimensions of organisational communication based on the proposal of Kunsch Margarida (instrumental, strategic and human) and Baldissera Rudimar (communicated, communicating and spoken). The paradigm of complexity of Edgar Morin is the guiding method of this work, since it comprises organisational communication through the complex relations between the organisation and the participating subjects, which are (re)constructed within and across organisational environments. Data collection occurred in 2014, performing the documentary research, observation and semi-structured interview. Data analysis was carried out in the light of the proposed theoretical framework. The organisational communication at the Institute Ler para Crescer, presented itself as a closer communication instrumental dimension, even though it has demonstrated strategic elements that drive the organization to reach its goals. The human dimension is characterised from actions that create an environment conducive to the establishment of links between the organisation and its volunteers, showing a dialogical and transformative communication. The dimension communicated is in line with the connecting dimensions and spoken. The Paradigm of Complexity expands the understanding of organisational communication as can observe the dialogic relationship, recursive and hologramatic between subjects, communication and organisations. / Estudo de caso de abordagem qualitativa, exploratória e descritiva, desenvolvido no Instituto Ler para Crescer, uma Organização Não Governamental, que realiza atividades com crianças e adolescentes na cidade de Manaus, estado do Amazonas. O principal objetivo é analisar as dimensões da comunicação organizacional com base na proposta de Margarida Kunsch (instrumental, estratégica e humana) e por Rudimar Baldissera (comunicada, comunicante e falada). O paradigma da complexidade de Edgar Morin constitui o método norteador deste trabalho, uma vez que se compreende a comunicação organizacional, por meio das relações complexas estabelecidas entre a organização e os sujeitos participantes, os quais se (re)constroem dentro e fora dos ambientes organizacionais. A coleta de dados ocorreu em 2014, bem como a pesquisa documental, a observação e a entrevista semiestruturada. A análise dos dados foi realizada à luz do referencial teórico proposto. A comunicação organizacional, no Instituto Ler para Crescer, apresentou-se como uma comunicação mais próxima da dimensão instrumental, muito embora tenham-se evidenciado elementos estratégicos que direcionam a organização ao alcance dos seus objetivos. A dimensão humana caracteriza-se a partir de ações que criam um ambiente propício ao estabelecimento de vínculos duradouros entre a organização e seus voluntários, demonstrando uma comunicação dialógica e transformadora. A dimensão comunicada está em consonância com as dimensões comunicante e falada. O Paradigma da Complexidade amplia o entendimento da comunicação organizacional à medida que permite observar a relação dialógica, recursiva e hologramática entre os sujeitos, a comunicação e as organizações.

This study has investigated how franchisors can implement and adapt digital organisational communication with collaborative tools and communication theories to empower their franchisees, improve their motivation and foster greater autonomy within the franchise system. The study was made possible by performing a qualitative analytical case study within a franchise company together with both franchisors and franchisees consisting of a total of 5 units and 8 participants, with the help of semi-structured interviews and the Free Listing-method.  The result shows that there is a lot of room for improvement for both franchisees and franchisors in terms of how a digital organisational communication should be implemented and adapted with the help of collaboration tools and communication theories, but that much also lies with the individuals themselves in greater inclusion, but also to enhance their motivation and foster a greater autonomy within an organisation. The study was conducted to convey the various ways that digital organisation communication can be implemented within a franchise system, organisations or businesses.

The study was an evaluation of organisational communication and its integration within the Msunduzi Local Authority. The purpose was firstly to explore and describe the state of communication in the organisation, and secondly to measure the level of communication integration within the organisation. The qualitative content analysis and individual semi-structured interviews were the suitable data collection techniques for the study. The data was analysed through a thematic analysis, a technique that involves identifying, analysing and reporting in detail patterns or themes within data. The study found that organisational communication at Msunduzi Local Authority was one sided and top down; which indicated that there was little emphasis on feedback from employees. The study revealed that there were more external communication messages than internal, to an extent that the internal stakeholders depended on external media to learn about their organisation. Findings on the consistency of messages revealed that all communications are managed by senior employees within their respective departments and sections; the status of the consistency of messages can be improved if a comprehensive approach can be adopted in communicating internal messages in addition to employing diverse communication channels. On infrastructure for integration, the study found that there is infrastructure and several prospects for information sharing in the organisation created by information communication and technology though not fully explored. With regards to the free flow and sharing of information, the study established that the required systems for communication exist but not adequately utilised. Findings on the co-ordination of communication efforts and actions to promote integrated communication showed flaws. It also appeared that the departments in the organisation function in silos due to lack of cross-functional planning. / Communication Science / M.A. (Communication)

ABSTRACT The researcher set out to gain an in-depth understanding of the possible influence of a reality-altering event on interaction behaviour (communication). The alteration in interaction behaviour referred to within the context of this study, is the communication phenomenon identified, explained and labelled as part of the study, which the researcher termed “re-communication”. This study partly aims at developing a re-communication conceptual framework that explains the re-communication phenomenon. In order to explain this unexplored communication phenomenon and develop a re-communication conceptual framework for it, the study focuses on how either strategic or spontaneous communication could be utilised in any reality-altering event to disclose information that would alter the co-constructed social reality between people. This information could be communicated either by the individual, who experienced a reality-altering event, or by persons or forms of communication external to the individual. Within the context of this study, the disclosure becomes the reality-altering event. Therefore, the proposed re-communication conceptual framework firstly addresses the elements that influence disclosure or non-disclosure. Secondly, it focusses on self-preservation communication strategies used to avoid disclosing or concealing the reality-altering event. Thirdly, the framework focuses on the actual reality-altering event, which, in this case, occurs when a gay individual’s sexual identity is disclosed to colleagues. Lastly, the framework looks at re-communication, which involves a perceived alteration in communication post-disclosure due to the altered reality. It is argued that the co-constructed social reality between a gay individual and a colleague is altered from a position of being unaware of the individual being gay to becoming aware. It is further argued that, because heterosexuality is regarded as the norm and the language and meaning ascribed to dominant symbols in society support heteronormativity, people often assume that a colleague is heterosexual and construct their reality based on this notion. Going into an interaction, both the gay individuals and their colleagues have their own social reality, which they have constructed through their experiences, as well as the co-constructed social reality they share with each colleague with whom they interact. This study was conducted within an interpretivist research paradigm and from the position of the theoretical foundation of symbolic interactionism, social constructionism and constructivism. A qualitative, exploratory research design was selected to collect the data by means of in-depth semi-structured interviews and narratives. Based on the insights provided by the participants, re-communication as a communication phenomenon was identified, explained and labelled and the resultant re-communication framework was developed. The re-communication conceptual framework was synergised by means of a thematic textual analysis and was guided by a number of assumptions and postulations arising from a strong theoretical foundation and a comprehensive literature review, which were supported by the findings. In this study, it was found that a reality-altering event is complex and multiple elements influence the way in which gay individuals’ sexual identity are disclosed or not disclosed within the organisational context. However, it has been discovered that communication is the vehicle for self-preservation and for disclosing information that will lead to a reality-altering event. Regardless of how small the influence or how limited the time, post the reality-altering event, the disclosure influences interaction behaviour (communication) and alters the co-constructed social reality between gay individuals and their colleagues. The colleagues go from a position of not knowing an individual was gay to knowing. It is noted that disclosure of a sexual identity and/or any other reality-altering event is not a once off reality-altering event, but rather a continuous process for gay individuals, because each time a new colleague enters the organisational contexts of gay individuals, they need to consider if – and if so, how – they want to disclose. In some cases, disclosure take places by others and the gay individual needs to decide how to deal with colleagues now knowing s/he is gay. The most significant contribution of the study is the identification, explanation and labelling of a previously unexplored communication phenomenon – that of re-communication – and the development of a re-communication conceptual framework that could contribute to the organisational reality in a two-fold manner. Firstly, such a framework will provide insights into and possible sense making of the disclosure experiences of gay individuals in the organisational context. Secondly, the outcome illustrates the importance of inclusive and positive organisational climates and/or cultures and the concomitant impact of positive engagements on organisational practices such as inclusive climates and cultures for sharing, employee loyalty, better team cooperation, trust among employees, increased employee wellbeing and more effective communication processes within organisations. / Communication Science / D. Phil. (Communication)

This study identifies, tests and modifies factors for effective corporate online communication using a marketing public relations (MPR) perspective. An MPR perspective entails an integrated cross-disciplinary approach with a strong product and/or service focus. The need for the study is underscored by the fact that there is undoubtedly a lack of a theoretical framework in which to practise corporate online communication in the context of selling the organisation's products or services. In order to test the identified factors for effective corporate online communication, namely credibility, trust and long-term relationships, this study uses Q methodology as a research method and applies Q sorting as a means of data collection. Participants are asked to sort statements about corporate online communication in their preferred order of importance on a large board in the presence of the researcher. This is known as the Q sorting process. The identified factors are tested among 20 communicators and 20 receivers of corporate online communication. The participants' sortings of statements are compared by means of Q factor analysis and then analysed. The results of the study indicate that only one factor is perceived as an absolute significant factor for effective corporate online communication and that two of the factors necessitate modification. Consequently, based on the results, four factors are identified for effective corporate online communication, using an MPR perspective. These four factors are derived from the perspectives of both the communicators and receivers of corporate online communication and are included in a proposed theoretical framework of corporate online communication using an MPR perspective. / Communication / D. Litt et Phil.

The purpose of this study was to explore and describe Kenya Power employees’ perceptions of their adoption and implementation of online internal communication tools as a means of creating and managing long lasting relationships among all employees in the organisation. The theoretical point of departure for this study was framed within online internal communication and relationship management while principles of e-government were also considered. A single case study design was adopted for the study which combined both quantitative and qualitative data collection techniques while data was triangulated using an online self-administered questionnaire, focus group moderator’s guide and an interview schedule. The results guided by the theoretical criteria indicate that the implementation of online internal communication tools was done at Kenya Power without considering the internal stakeholders’ needs and preferences. The consequence is that employees have developed negative perceptions about internal online communication resulting in low adoption for relationship management activities. The findings of this study could be useful for other public sector organisations in that it will help them to positively change employees’ perceptions as well as enhance the implementation and adoption of internal online communication tools for the purposes of relationship building which could result in better internal communication and public sector services. / Communication Science / M.A. (Communication)