This study analyzes the apologies presented by Intel Corporation as a response to the Pentium™ microprocessor controversy. Dr. Andrew Grove's November 27,1994, Internet posting to the comp.sys.intel usegroup and Intel's December 20,1994, press release are analyzed using the methods of genre criticism. Further, a situational analysis is presented of the exigence and the audience. The exigence is represented by the relationship of society to technology while the audience is Internet users. This analysis attempts to demonstrate how situational factors constrain discourse related to technological flaws.

This research investigated how self-managed teams get the information they need to perform their job tasks. Two important factors prompted this study: the growing importance of self-managed teams in the workplace and the impact of the information system on team performance.

<p><p>This thesis describes, analyses and compares changes in the practice of human resource management (HRM), the roles of human resource departments (HRD) and management models in companies in Belgium, France (partially) and Chile by highlighting the similarities and differences. This is therefore an international comparative study.<p><p><p>The study is carried out using a contextualist analytical approach.<p><p><p>It answers the question: <b>what are the changes in HRM practice, the roles of HRD and the management models in social organisations in different contexts?</b><p><p><p>It uses theoretical models (“typical ideals”) to analyse reality, while drawing from writers such as Mintzberg, Pichault and Nizet, Crozier, Crouch, Ulrich, Pettigrew. With regard to management, the study resorts to classical, instrumental and political models. As regards human resource management (HRM), it is based on objective, conventionalist and individualised models. In the human resource department (HRD), the models are those of administrative officer, operational expert and strategic partner.<p><p><p>The changes do not only result from a decision-making process dictated mechanically by contextual factors but more particularly from complex interaction and the balance of power among the actors concerned who use the contextual elements to advance their own interests.<p><p><p>Amongst the most relevant developments which bear <b>similar</b> characteristics, one can cite:<p><p><p>1.- <b>a significant increase in the use of management methods specific to the instrumental or “Californian” model, </b><p><p><p>2.- <b>more extensive use of individual competencies in HRM practices</b>, and<p><p><p>3.- <b>a significant reduction in the size of the HRD and, notably, in the profile of administrative officer of the HRD. </b><p><p><p>As regards the <b>differences</b> found in the various contexts, one can highlight the fact that:<p><p><p>1.- <b>In the Belgian and French models, the dominant managerial model remains political management.</b> On the other hand, <b>in the Chilean model, the Californian management model has become clearly dominant. </b><p><p><p>2.- <b>In Belgium and France, the dominant HRM practices are those of the conventionalist model. On the other hand, in Chile, the dominant HRM practices are those of the individualised model. </b><p><p><p>3.- The evolution of the roles of HRD, <b>in the Belgian model, has been practically non-existent or appeared later since the dominant role has remained that of the administrative officer (AO). On the other hand, in the Chilean model, the dominant role has become that of operational expert (OE). </b> The role of strategic partner (SP) which was so recommended and desired by managers has been long in developing.<p><p><p>The professional relations model and the political system constitute one of the most important factors which explains the differences noted. In Belgium, the neo-corporate and social-democrat model of professional relations at the national level (with a strong trade unionist movement) functions as a socio-economic regulatory mechanism reflecting the forces and the agreements between social partners. In Chile, there exists neither social dialogue nor equivalent institutionalisation at the national level; what prevails here is the confrontational Latin model (with a weak trade unionist movement).<p><p><p>Similarly, in Belgium social legislation is more comprehensive, regulating the market more and protecting people’s interests. Furthermore, it offers greater social security coverage via, in addition, vast public expenditure by the State. In Chile on the other hand, social legislation is more incomplete and more flexible, favouring rather discretionary decisions by managers and allowing the interplay of market forces to regulate the labour market. The right to strike, the allocation of unemployment benefits, the procedures for hiring and firing, etc. testify to these differences.<p><p><p>The characteristics of the “hybrid” Belgo-Latin culture based on the traditional negotiation model increasingly influence, for example, the development of a political management model and conventionalist HRM practices, team work or coaching, etc. On the other hand, the characteristics of Chilean Latin culture, where authoritarianism and paternalism are still very present, stimulate a more classical management model and objective HRM practices.<p><p><p>The differences between the developments are evident. The social aspects (social security, education, workers’ rights, etc.) are better guaranteed in the Belgian model and the productivist logic stronger and damaging in the Chilean model. As long as the actors involved remain as they are, with their ideological, political and cultural particularities and their specific strengths, these models will remain different.<p><p><p><p><p>Cette thèse décrit, analyse et compare les changements des pratiques de la gestion des ressources humaines (GRH), les rôles des directions des ressources humaines (DRH) et les modèles de management, dans des entreprises situées en Belgique, en France (partiellement) et au Chili, en relevant les similitudes et les différences. Il s’agit donc d’une recherche internationale comparative.<p><p><p>La recherche s’inscrit dans une approche d’analyse contextualiste.<p><p><p>Elle répond à la question :<b>quels sont les changements des pratiques de GRH, des rôles des DRH et des modèles de management dans des organisations sociales situées dans des contextes différents ?</b><p>Elle utilise des modèles théoriques (des “ideaux types”) pour analyser la réalité, en s’inspirant des auteurs tels que Mintzberg, Pichault et Nizet, Crozier, Crouch, Ulrich, Pettigrew. Au niveau du management, l’étude a recourt aux modèles: classique, instrumental et politique. Au niveau de la gestion des ressources humaines (GRH), elle se base sur les modèles: objectivant, conventionnaliste et individualisant. Tandis qu’au niveau de la direction des ressources humaines (DRH), les modèles sont ceux d’agent administratif, d’expert opérationnel et de partenaire stratégique.<p><p><p>On constate que les changements ne résultent pas seulement d’un processus décisionnel dicté mécaniquement par les éléments du contexte mais surtout d’un jeu complexe d’interactions, d’un jeu de pouvoir des acteurs concernés, qui mobilisent les éléments du contexte pour faire prévaloir leurs intérêts.<p><p><p>Parmi les évolutions <b>similaires</b> les plus relevantes, on peut citer:<p><p><p>1.- <b>l’accroissement important de l’usage des méthodes de management propres au modèle instrumental ou « californien » ;</b><p><p><p>2.- <b>l’utilisation plus extensive des pratiques de GRH individualisantes</b> et, <p><p><p>3.- <b>la diminution importante de la taille de la DRH et, notamment, du profil d’agent administratif de la DRH. </b><p><p><p>Quant aux <b>différences</b> retrouvées dans ces contextes différents, on peut relever :<p><p><p>1.- <b>Dans les cas belge et français le modèle managérial dominant reste le management politique. </b> Par contre, <b>dans le cas chilien, le modèle de management « californien » est devenu clairement dominant. </b><p><p><p> 2.- <b>Les pratiques dominantes de GRH, en Belgique et en France, restent celles du modèle conventionnaliste. Par contre, au Chili, les pratiques dominantes de GRH sont celles du modèle individualisant. </b><p><p><p>3.- L’évolution des rôles de la DRH, <b>dans le cas belge, a été pratiquement nulle ou plus tardive puisque le rôle dominant est resté d’agent administratif (AA). </b> Par contre, <b>dans le cas chilien, le rôle dominant est devenu celui d’expert opérationnel (EO). </b> Le rôle du partenaire stratégique (PS), tant prôné et souhaité par les managers, tarde lourdement à se développer.<p><p><p>Le modèle de relations professionnelles et le système politique, constituent un des facteurs parmi les plus importants qui expliquent les différences constatées. En Belgique, le modèle de relations professionnelles néo-corporatiste et social-démocrate au niveau national (avec un syndicalisme fort) fonctionne comme un mécanisme de régulation socio-économique reflétant les forces et les accords entre les partenaires sociaux. Tandis qu’au Chili, il n’existe ni de concertation sociale ni d’institutionnalisation équivalente au niveau national ;il prévaut ici le modèle confrontationnel et latin (avec un syndicalisme faible).<p><p><p>De même, tandis qu’en Belgique il existe une législation sociale plus complète régulant davantage le marché et protégeant les intérêts des personnes, en offrant une sécurité sociale plus large avec, en plus, une forte participation de l’Etat dans les dépenses publiques, au Chili la une législation sociale est plus incomplète et plus souple, favorisant davantage les décisions discrétionnaires des managers amenant principalement une régulation par le libre jeu du marché du travail. Le droit de grève, l’assignation de chômage, les procédures de licenciements ou d’embauche, etc. témoignent de ces différences.<p><p><p>Les traits de la culture latine « hybride » belge, traditionnellement négociatrice, influencent davantage, par exemple, le développement d’un modèle de management politique et des pratiques de GRH conventionnalistes, un travail en équipe ou le coaching, etc. Par contre, les traits de la culture latine chilienne, où l’autoritarisme et le paternalisme sont encore forts présents, stimulent un modèle de management plutôt classique et des pratiques de GRH objectivantes.<p><p><p>La différence des évolutions est évidente. Les aspects sociaux (sécurité sociale, éducation, droits des travailleurs, etc.) sont mieux garantis dans le cas belge et la logique productiviste est plus forte et nuisible dans le cas chilien. Tant que les acteurs indiqués demeurent, avec leurs particularités idéologiques, politiques, culturelles et leurs forces spécifiques, ces modèles resteront différents. <p><p> / Doctorat en sciences politiques / info:eu-repo/semantics/nonPublished

Text in English, abstract in English, Afrikaans and Venda / This study developed and tested an integrated internal communication audit (IICA) tool to evaluate the communication strengths and weaknesses of the Unisa Library. The existing communication audit instruments were explored, namely: the Communication Satisfaction Questionnaire (CSQ) and the International Communication Association (ICA) audit were adapted and complemented by the Organisational Culture Survey (OCS) and the Critical Incident Technique (CIT). The current trends and the trends in South Africa were also explored. The sequential mixed method design consisting of the semi-structured qualitative interviews and the quantitative surveys were used to collect data. The ATLAS.ti and the Statistical Package for Social Sciences (SPSS) software packages were used to analyse qualitative and quantitative data. The results revealed the IICA as an appropriate tool for measuring the integrated internal communication of the Unisa Library. The IICA identified the communication needs of employees; the active and preferred communication channels; and the positive and negative communication experiences of employees. / Hierdie studie het ʼn geïntegreerde interne kommunikasie-oudit (IICA)-hulpmiddel ontwikkel en getoets om kommunikasie-sterkpunte en -swakhede van die Unisa-biblioteek te evalueer. Die bestaande kommunikasie-oudit-instrumente was ondersoek, naamlik: die Kommunikasietevredenheidsvraelys (CSQ) en die Internasionale Kommunikasievereniging (ICA) se oudit is aangepas en gekomplementeer deur die Organisasiekultuur-opname (OCS) en die Kritiese-insident-tegniek (CIT). Die sekwensiële gemengdemetode-ontwerp, bestaande uit die halfgestruktureerde kwalitatiewe onderhoude en die kwantitatiewe opnames, is gebruik om data in te samel. Die ATLAS.ti-programmatuurpakket en die Statistiese Pakket vir Sosiale Wetenskappe (SPSS)-programmatuur is gebruik om kwalitatiewe en kwantitatiewe data te ontleed. Die resultate gewys die IICA as ʼn geskikte hulpmiddel was in die meting van die geïntegreerde interne kommunikasie van die Biblioteek. Die IICA geïdentifiseer die kommunikasie behoeftes van werknemers; die aktiewe en voorkeur kommunikasie kanale; en die positiewe en negatiewe kommunikasie ervarings van werknemers. / Ngudo iyi yo bveledza na u linga tshishumiswa tsha u Sedzulusa Vhudavhidzani ha nga ngomu ho Ṱanganelaho (Integrated Internal Communication Audit (IICA), u ṱola vhuḓi na vhuvhi ha vhudavhidzani kha Ḽaiburari ya Univesithi ya Afrika Tshipembe. Zwishumiswa zwa u sedza vhudavhidzani zwi re hone zwo sedzuluswaho zwi katela: Mbudzisambekanywa dza Vhudavhidzani dzine dza fusha ṱhoḓea (Communication Satisfaction Questionnaire) (CSQ) na tshishumiswa tsha u sedzulusa vhudavhidzani tsha Dzangano ḽa Dzitshaka ḽa Vhudavhidzani (International Communication Association) (ICA). Zwishumiswa izwo zwo ḓadziswa nga tshishumiswa tsha Ṱhoḓisiso ya Mvelele ya Tshiimiswa (Organisational Culture Survey) (OCS) na Tshikalo tsha u ela Maitele a Zwithu zwa ndeme (Critical Incident Technique) (CIT). Pulane ya thevhekano ya maitele o ṱanganelaho o vhumbwaho nga maitele a ṱhoḓisiso ane a shumiswa kha saintsi dza matshilisano (qualitative) na maitele a ṱhoḓisiso ane a shumisa zwiṱatisiṱika na mbalo (quantitative) zwo shumiswa u kuvhanganya mawanwa. Phakhedzhi ya Sofuthiwea ya ATLAS.ti na phakhedzhi ya Siṱatisiṱika ya Saintsi dza Matshilisano (Statistical Package for Social Sciences - SPSS) dzo shumiswa u saukanya mawanwa a ṱhoḓisiso dza matshilisano na a ṱhoḓisiso dza zwiṱatisiṱika na mbalo. Mvelelo dzo bvisela khagala uri IICA ndi tshishumiswa tsho teaho u ela vhudavhidzani ho ṱanganelaho ha nga ngomu Ḽaiburari ya Univesithi ya Afrika Tshipembe. Tshishumiswa itshi tsho bvisela khagala thoḓea dza vhashumi dza vhudavhidzani, zwishumiswa zwa vhudavhidzani zwine zwa khou shumiswa na zwi takalelwaho; na tshenzhemo ya vhashumi kha vhudavhidzani havhudi and vhu si havhudi. / Communication Science / M. Comm (Communication Science)

Abstract in English with Afrikaans and SeSotho translations / Employee engagement is a phenomenon that has gained increasingly more attention in organisational communication studies and also in the postmodern organisational context. In the postmodern organisational environment, employee engagement focuses more on building relationships with employees than on individual performance. However, the value of internal communication practices to enhance employee engagement within a postmodern organisation has still not fully been explored. The study thus investigated, in accordance with what the literature suggests, a single case to test which internal communication practices are perceived as strengthening employee engagement within a postmodern organisation. Consequently, the study adopted a mixed method research approach utilising three research methods, namely a survey, a focus group and semi-structured interviews, to establish which internal communication practices the management of the organisation must adopt to strengthen employee engagement. The worldview adopted for this study was both the positivist and interpretivist research paradigms. Findings indicate that because the organisation’s employees’ views are heard, responded to and even form part of the solution, employees become more engaged. In addition, having too many internal communication tools and implementing them without a strategy in place can lead to employees becoming less engaged. Overall, the findings indicate that having a supportive management style, meeting employees’ needs and providing enough opportunities for employees to participate in problem-solving are deemed important for employee engagement. Interestingly, the findings show no correlation between the importance of establishing a good organisational culture and enhancing employee engagement in the organisation. Although the findings cannot be generalised to the larger population, the insight gained could serve as a heuristic for similar organisations to strengthen their employee engagement. / Werknemerbetrokkenheid is ’n verskynsel wat al hoe meer aandag kry in organisatoriese kommunikasiestudies en ook in die postmoderne organisatoriese konteks. In laasgenoemde konteks word daar meer met werknemerbetrokkenheid gefokus op die bou van verhoudings met werknemers as op individuele prestasie. Die waarde van interne kommunikasiepraktyke om werknemerbetrokkenheid binne ’n postmoderne organisasie te bevorder, is nog steeds nie ten volle ondersoek nie. Daar is dus in die studie, in ooreenstemming met wat die literatuur suggereer, ’n enkele gevallestudie ondersoek om te bepaal watter interne kommunikasiepraktyke beskou word as praktyke wat werknemerbetrokkenheid binne ’n postmoderne organisasie bevorder. Gevolglik is daar in die studie ’n gemengdemetode-navorsingsbenadering aangeneem wat drie navorsingsmetodes insluit, naamlik ’n opname, fokusgroep en semi-gestruktureerde onderhoude, met die doel om vas te stel watter interne kommunikasiepraktyke die bestuur van die organisasie moet aanneem om werknemerbetrokkenheid te bevorder. Die wêreldbeskouing wat vir hierdie studie aangeneem is, is sowel die positivistiese as vertolkende navorsingsparadigmas. Bevindinge dui daarop dat omrede die werknemers van die organisasie se sienings aangehoor word, daarop gereageer word en dit selfs deel van die oplossing uitmaak, werknemers meer betrokke raak. Daarbenewens kan te veel interne kommunikasie-middels en die implementering daarvan sonder ’n strategie daartoe lei dat werknemers minder betrokke raak. Oor die algemeen dui die bevindinge daarop dat ’n ondersteunende bestuurstyl, voldoening aan werknemers se behoeftes en die verskaffing van genoegsame geleenthede vir werknemers om aan probleemoplossing deel te neem, as belangrik geag word vir werknemerbetrokkenheid. Interessant genoeg wys die bevindinge geen korrelasie tussen die belangrikheid daarvan om ’n goeie organisatoriese kultuur te vestig en om werknemerbetrokkenheid in die organisasie te bevorder nie. Hoewel die bevindinge nie veralgemeen kan word om die groter bevolking in te sluit nie, kan die insig wat verkry word as ’n leerproses gebruik word vir soorgelyke organisasies om hulle werknemerbetrokkenheid te bevorder. / Bonkakarolo ba basebetsi ke ntho e hapileng tlhokomelo e eketsehileng dithutong tsa puisano tsa mekgatlo hape le maemong a morao-rao a mekgatlo. Tikolohong ya morao-rao ya mekgatlo, onkakarolo ba basebetsi bo shebana haholo le ho haha dikamano le basebetsi ho fapana le tshebetso ya motho ka mong. Leha ho le jwalo, boleng ba ditlwaelo tsa puisano tsa kahare ba ho ntlafatsa bonkakarolo ba basebetsi kahara mekgatlo ya morao-rao ha bo so ka bo hlahlojwa ka botlalo. Kahoo, phuputso e fupuditse ho latela seo dingodilweng di se supang, tlhahlobisiso e le nngwe ya ho lekola hore na ke mekgwa efe ya puisano ya kahare e nkuwang e matlafatsa bonkakarolo ba asebetsi kahara mokgatlo wa kamora nako ya morao-rao. Ka lebaka leo, phuputso e ile ya sebedisa mokgwa o tswakilweng wa dipatlisiso o sebedisang mekgwa e meraro ya dipatlisiso, e leng phuputso, sehlopha seo ho shebanweng le sona le dipuisano tse batlang di hlophisitswe hantle, ho sheba hore na ke mekgwa efe ya puisano ya kahare eo tsamaiso e lokelang ho e amohela ho matlafatsa bonkakarolo ba asebetsi. Maikutlo a lefatshe a amohetsweng phuputsong ena e ne e le a dipatlisiso a bontshang hore tlhokomelo le lebaka ke mekgwa ya kutlwisiso ya boitshwaro ba batho le a dipatlisiso tsa botoloki. Diphumano di bontsha hore hobane maikutlo a basebetsi ba mokgatlo a utluwa, a arabelwa ebile a etsa karolo ya tharollo, basebetsi ba kakgela ka setotswana le hofeta. Ntle le moo, ho ba le disebediswa tse ngata haholo tsa puisano tsa kahare le ho di kenya tshebetsong ntle le leano ho ka etsa hore basebetsi ba se ke ba sebetsa hantle. Ka kakaretso, diphumano di bontsha hore ho ba le mokgwa wa botsamaisi o tshehetsang, ho fihlela ditlhoko tsa basebetsi le ho fana ka menyetla e lekaneng ho basebetsi ya ho nka karolo tharollong ya mathata ho nkuwa ho le bohlokwa bakeng sa ho nka karolo ha basebetsi. Ho kgahlisang ke hore diphumano ha di bontshe kamano dipakeng tsa bohlokwa ba ho theha setso se hantle sa mokgatlo le ho matlafatsa bonkakarolo ba basebetsi mokgatlong. Leha diphumano e ke ke ya ba tse akaretsang ho batho ba bangata, temohisiso e fumanweng e ka sebetsa e le leano la mekgatlo e tshwanang ho matlafatsa bonkakarolo ba basebetsi ba yona. Mantswe a sehlooho: bonkakarolo ba basebetsi, puisano ya kahare, mekgwa ya puisano ya kahare, puisano ya mokgatlo, tshebediso e nang le sepheo ya puisano / Communication Science / M.A. (Communication Science)