Thesis (M.P.A.)--University of Delaware, 2007. / Principal faculty advisor: Karen A. Curtis, School of Urban Affairs & Public Policy. Includes bibliographical references.

Thesis (M.A.)--University of Montana, 2007. / Title from title screen. Description based on contents viewed Aug. 27, 2007. Includes bibliographical references.

Thesis (M.Com.(Communication Management))--University of Pretoria, 2006. / Abstract in English. Includes bibliographical references. Available on the Internet via the World Wide Web.

Thesis (M.A.)--West Virginia University, 2007. / Title from document title page. Document formatted into pages; contains iv, 58 p. : ill. (some col.). Includes abstract. Includes bibliographical references (p. 52-58).

Bibliography: leaves 125-131.

Thesis (Ph. D.)--University of Texas at Austin, 2008. / Vita. Includes bibliographical references.

viii, 50 p. A print copy of this thesis is available through the UO Libraries. Search the library catalog for the location and call number. / Nonprofit organizations across the United States utilize participatory sporting events such as running or walking races in order to raise awareness and funds for their cause. Large events, for example the Nike Women's Marathon in San Francisco, attract thousands of participants and raise as much as $16 million annually for one cause. Smaller events held in small towns to large cities may attract as few as one hundred participants and raise considerably less for their cause. Representatives of nonprofit organizations and race directors were interviewed regarding staff time and costs involved in producing a run/walk event held in Oregon. Recurring characteristics and best practices for a run/walk event were identified. In addition to the funds raised less the cost to produce the event, measurements of success for this type of special event may include factors such as educating and attracting new constituents to the cause. / Committee in Charge: Renee Irvin, Ph.D. Chair; Laura Leete, Ph.D.; Sarah-Kate Sharkey, M.P.A.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2008 / The purpose of this study is to evaluate the organisational communication and infonnation flow at the SA Cultural History Museum (SACHM) and its decentralised sites with particular reference to its role in decision making and, where necessary, to recommend remedial measures. An extensive literature review was undertaken on organisational communication, infornation and decision making in organisations, with particular reference to the SACHM. The literature review facilitated the development of the research instruments, to assess best practices in terms of the identified key drivers. The research questions are: • The existence of communication practices and processes at SACHM, and • The effective dissemination of information necessary for effective decision making. The statistical results of the empirical study reveal conclusively that the organisational communication, information dissemination and decision making at the SACHM was indeed ineffective. The results indicate the following: • The lack of adherence to shared values and common purpose between managers and staff regarding equity, lack of participation in decision-making, lack of service delivery to local, regional and national communities, lack of mutual respect, lack of dedication, lack of a people centered approach, and finally a lack of interpersonal communication and negotiation; • The lack of application of basic communication fundamentals namely the bottom-up and top-down approaches; • The lack of access to timeous and accurate information to make effective decisions; and • The non-existence of communication processes and practices. Dysfunctional organisational communication and inadequate information flow to both employees and managers, has been identified as having an impact on effective decision making. Arising from the findings of the research, a communication audit is recommended to facilitate the establishment of an effective communication and information framework for the museum.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2008 / The purpose of this study is to evaluate the organisational communication and infonnation flow at the SA Cultural History Museum (SACHM) and its decentralised sites with particular reference to its role in decision making and, where necessary, to recommend remedial measures. An extensive literature review was undertaken on organisational communication, infonnation and decision making in organisations, with particular reference to the SACHM. The literature review facilitated the development of the research instruments, to assess best practices in terms ofthe identified key drivers. The research questions are: • The existence ofcommunication practices and processes at SACHM, and • The effective dissemination ofinfonnation necessary for effective decision making. The statistical results of the empirical study reveal conclusively that the organisational communication, infonnation dissemination and decision making at the SACHM was indeed ineffective. The results indicate the following: • The lack ofadherence to shared values and common purpose between managers and staff regarding equity, lack ofparticipation in decision-making, lack ofservice delivery to local, regional and national communities, lack of mutual respect, lack ofdedication, lack ofa people centered approach, and finally a lack ofintezpersonal communication and negotiation; • The lack ofapplication ofbasic communication fundamentals namely the bottom-up and top-down approaches; • The lack ofaccess to timeous and accurate information to make effective decisions; and • The non-existence ofcommunication processes and practices. Dysfunctional organisational communication and inadequate information flow to both employees and managers, has been identified as having an impact on effective decision making. Arising from the findings of the research, a communication audit is recommended to facilitate the establishment ofan effective communication and information framework for the museum.

Thesis submitted in fulfilment of the requirements for the degree Magister Technologiae: Public Relations Management in the Faculty of Informatics and Design the Cape Peninsula University of Technology 2013 / The perception that an organisation wants its stakeholders to have is its desired identity. Its actual identity is what the stakeholders actually know or think about the organisation (Walker, 2010: 366). Stakeholder loyalty is an invaluable and positive consequence of any organisation’s effective communication. An organisation’s management should be proactive in the face of any negativity (finding its way into businesses and in the fragile and sensitive circumstances of stakeholder relationships). There is a gap between organisations and their specific stakeholders as a cumulative result of misinformation or lack of information. Organisational communication, especially via the press, enhances sustainable stakeholder loyalty, which contributes to an organisation’s advantages and economic essences. The purpose of this study is to explore the dynamics of stakeholders’ effective organisational communication via the press and media reports on Eskom, and to identify and isolate critical elements in this dynamic process. Although the study is primarily explorative and descriptive, public press reports will be analysed to contribute to the larger purpose of exploration and description. This research draws on the aims of corporate reputation to assist organisational insiders and external stakeholders to activate positive organisational behaviour with consideration of media interpretations in order to answer the problem statement. The fact that Eskom is a government parastatal which was established to supply and regulate electricity with no other competitors does not imply that they do not have to work on a positive brand image, perception and stakeholder satisfaction. This is even more pertinent when it is argued that the taxpayer’s money is used for much of the excessive spending that the senior employees ostensibly enjoy. Whether an organisation is small or big, its priority of relevance is not placed on competitive success, but on its image with all its stakeholders at all times. In considering stakeholders’ perceptions, there are huge business expansion possibilities for corporate bodies and organisations whose business mission statements reflect stakeholders’ satisfaction and retention. This research applied content analysis, which exhibits both qualitative characteristics (description of variables and categories) and quantitative features (numeric evaluation of data) in the investigation, description, discussion and analysis of the collected data. The data comprised media reports on Eskom, as presented by the Cape Times, the Mail and Guardian and the City Press - three reputable South African newspapers. These reports were gathered within a period of one year: 1st July 2010 to 30th June 2011. A semi-structured interview was used to substantiate Eskom’s stakeholder values and concerns against the backdrop of the newspaper report claims. The outcome of this study points to the need for organisations to effectively communicate with stakeholders in and through the media on trends within the organisation, prevailing issues, management policies, change of prices and costs of goods and services. This collectively re-defines and strategically re-positions the mutual relationship of organisations and their key stakeholders by drawing strong links between the literature survey and the provisions of appropriate findings and recommendation imperatives for corporate communication specialists. This research could be useful to academics and practitioners, as it highlights the importance of effective organisational communication as a precursor to stakeholder loyalty. The findings of the study revealed that while Eskom, as an organisation, was making huge profits and sharing surplus bonuses, they remain insensitive to the complaints of their stakeholders. Effective organisational communication was discounted and compromised, as the stakeholders were deprived of proper information that could stimulate and sustain their loyalty towards the organisation.