M.A. / Communication departments may have the core knowledge to practise excellent communication, but senior management must also share a common understanding of the role and function of communication and communication managers in an organisation for communication to be excellent. The need for this study originated from the perception that the top communicator is often not at the table when strategic decisions are made. Yet, public relations specialists often have expertise that can contribute to organisational decision-making. They can, amongst others, facilitate dialogue between key publics and members of senior management in order to enhance understanding of the vision and goals of the organisation and the needs of the organisation's clients and stakeholders. This form of two-way symmetrical communication is the basis of excellent communication. Most practitioners agree that the best place for the top communicator is within an organisation's senior management - taking part in strategic decision-making through two-way communication (Dozier, Grunig, L & Grunig, J, 1995). The three spheres of communication excellence - as identified in the Excellence Study, the largest and most intensive investigation ever conducted of public relations and communication management - include the knowledge base of communication departments; shared expectations between the top communicator and senior management; and the culture of the organisation. The middle sphere of shared expectations between the top communicator and semor management, has three components which will be investigated in this study. The first component is departmental power - the ability to influence members of senior management. Sometimes top communicators are members of senior management, participating directly in strategic management and planning. In other cases, they exert informal influence as providers of information and as process facilitators to senior management. The power of the public relations department is associated with the value members of senior management attach to public relations as a function, as well as the strategic contribution the top communicator and the communication department make to organisational decision-making.

Communication departments may have the core knowledge to practise excellent communication, but senior management must also share a common understanding of the role and function of communication and communication managers in an organisation for communication to be excellent. The need for this study originated from the perception that the top communicator is often not at the table when strategic decisions are made. Yet, public relations specialists often have expertise that can contribute to organisational decision-making. They can, amongst others, facilitate dialogue between key publics and members of senior management in order to enhance understanding of the vision and goals of the organisation and the needs of the organisation's clients and stakeholders. This form of two-way symmetrical communication is the basis of excellent communication. Most practitioners agree that the best place for the top communicator is within an organisation's senior management - taking part in strategic decision-making through two-way communication (Dozier, Grunig, L&Grunig, J, 1995). The three spheres of communication excellence - as identified in the Excellence Study, the largest and most intensive investigation ever conducted of public relations and communication management - include the knowledge base of communication departments; shared expectations between the top communicator and senior management; and the culture of the organisation. The middle sphere of shared expectations between the top communicator and semor management, has three components which will be investigated in this study. The first component is departmental power - the ability to influence members of senior management. Sometimes top communicators are members of senior management, participating directly in strategic management and planning. In other cases, they exert informal influence as providers of information and as process facilitators to senior management. The power of the public relations department is associated with the value members of senior management attach to public relations as a function, as well as the strategic contribution the top communicator and the communication department make to organisational decision-making. The second component of excellence in this sphere is the demand-delivery loop. Senior managers in excellent organisations demand two-way public relations practices from their communicators to persuade and negotiate, and top communicators are aware of this. This sets up a loop of repeated behaviour, with senior management demanding and communicators delivering excellent communication programmes. In this study, top communicators in South African organisations are asked about their perceptions of these expectations. The third component of excellence in this sphere is the organisational role played by the top communicator. Top communicators may have formal decision-making authority for communication policy and may be responsible for programme success or failure, which means that they play the manager role. On the other hand, top communicators may play an informal role as senior advisors who outline options and provide research information needed for decision-making by other senior managers. Both manager and senior advisor role¬playing, contribute to communication excellence. However, senior management can also expect the top communicator to play the technician role. Top communication departments from the Excellence Study combine knowledge of both manager and technician roles to provide the requisite foundation for excellence. To actually achieve excellence, however, top communicators must play advanced organisational roles of communication manager and senior advisor. One of the objectives of this study was to establish whether the top communicator in the South African organisation does indeed contribute to excellence in the organisation by being involved in the organisation's strategic management process. For top communicators to be part of the strategic management process, a positive relationship must exist between themselves and senior management. This relationship is investigated by questioning the top communicator on the three components of the sphere of shared expectations, namely departmental power, the demand-delivery loop (and the practising of the four models of communication) and the organisational role played by the top communicator. The empirical study was undertaken amongst top communicators in South African organisations. A clear exposition is given of the methods and procedures used in the study. Hypotheses have been developed and the testing of these hypotheses attempts to provide a contribution to the scientific knowledge of communication excellence in the South African organisation. The following assumptions can be made about the findings of the study regarding the perceptions of top communicators in South African organisations in respect of the beliefs and expectations of senior management of the top communicator and the communication department: <ul><li> It is the perception of top communicators that senior management expects them to make a strategic contribution to organisational decision-making by playing the public relations manager role. </li><li> Senior management expects those top communicators predominantly playing the public relations manager role to make use of two-way public relations models in organisational decision-making and communication activities; and those predominantly playing the public relations technician role to make use of one-way public relations models. </li><li> The top communicator predominantly playing the public relations manager role and using two-way public relations models, can make a strategic contribution to organisational decision-making. This can lead to excellent communication and can contribute to the communication function being valued and supported by top management. </li><li> Top communicators do not perceive reporting lines to the chief executive officer (CEO) (or any other manager) or senior management (or middle management) to be very good indicators of their strategic contribution to decision-making. These findings support the communication theory that reporting relationships are necessary, but hardly sufficient for making a strategic contribution to organisational decision-making as indicated by Dozier et al (1995:84). The critical factor is not whom one reports to, but rather whether one has access to any of the senior (corporate) officers at will. </li><li> Top communicators in small and in large organisations can make a strategic contribution to organisational decision-making. </li><li> The top communicator can make a bigger strategic contribution in large communication departments, where technical tasks can be delegated. </li><li> Small and large public relations departments predominantly use one-way public relations models in their communication activities, but large departments also use two-way public relations models. It can, therefore, be assumed that two-way public relations models will be practised more frequently in large departments where the top communicator will also be expected to make a strategic contribution to organisational decision-making (by playing the public relations manager role). </li><li> The highest qualification of the top communicator is a weak indicator of the strategic contribution the top communicator makes to organisational decision-making. This could indicate that senior management values skills and knowledge, rather than qualifications, when the top communicator makes a strategic contribution to organisational decision¬making. </li><li> Senior management, furthermore, expects the top communicator with many years' experience in the communications field to make a bigger strategic contribution than the top communicator with a few years' experience in this field. <br></li></ul> / Dissertation (MA)--University of Pretoria, 2001. / Communication Management / MA / Unrestricted

No description available.

The aim of this study was to develop a Management Error Orientation Questionnaire (MEOQ) to be used as an instrument to measure the attitude of management towards errors in the workplace. The sample comprised of 232 managers from a variety of business sectors. A factor analysis on 59 items yielded three factors and these factors were interpreted as the attitude of dealing with errors, the risk of errors and error strain. The three factors were subjected to an item analysis and yielded acceptable levels of reliability. A discussion of the areas that were researched, namely errors and attitudes, provide the context in which the research should be viewed. The discussion of the methods which were employed, was followed by a critical and in depth discussion of the results that were obtained. The dissertation recommends that the Management Error Orientation Questionnaire could be used as an instrument to measure the attitudes of managers towards errors (with specific emphasis in the manufacturing sector). The MEOQ has a number of practical applications in the human resource management science. The study can be extended to ensure that the same questionnaire can be used in other business sectors. The findings of this study are valuable because of the lack of previous research on error orientation at managerial level. / Prof. CJH Blignaut

The purpose of this Q study was to learn the racial culture attitudes of public relations managers in charge of making decision for recruiting, hiring, communicating internally, managing clients.Twenty-one public relations managers from midwestern states: Illinois, Wisconsin, Minnesota, Michigan, Indiana, and Missouri sorted Q statements according to their philosophical beliefs concerning racial diversity in the workplace. In analyzing the Q sorts, three viewpoints were revealed; Color Blind Managers, Politically Correct Managers, and Diversity Managers."Color Blind Managers" believed that everyone should be treated equally, with no special treatment or laws that would give more help to one race over another. "Politically Correct Managers" believed equal opportunity laws and policies were discriminatory and unfair; yet conformed to orthodox liberal opinions which were sensitive to racial causes. "Diversity Managers" understood the importance of incorporating diverse cultures into everyday decision-making and still felt equal opportunity laws were needed to help society become color blind.All three factors supported equal opportunity for all individuals, but the means to creating diversity and equal opportunities were different across the factors. / Department of Journalism

D.Phil. (Leadership in Performance and Change) / Executive behaviour is a captivating socioeconomic phenomenon. Four executive-related matters attracted the researcher’s interest: (a) What, indeed, is executive effectiveness?; (b) What specific executive behaviours, tasks, attributes, styles of leadership or other considerations make trendsetting executives effective?; (c) In what respects do executives who hold long-term (up-to-retirement) employment contracts differ from their fellow-executives who have opted for short-term contracts, with regard to matters such as remuneration, executive capability, executive migration, and psychosocial dynamics in the workplace?; and (d) How do executives from the public and private sectors differ in their executive job performance and what can they learn from each other with regard to executive effectiveness? Employment patterns of senior executives in many organisations change as their conditions of employment vary. In South Africa, the King report of 1994 questioned the wisdom of granting executive leaders of institutions and organisations contract terms of indefinite length. The researcher considered length of employment contract term as a critical matter. Would a reduction of stipulated duration of terms of employment in executive contracts promote executive effectiveness, result in higher productivity and restrict opportunities for deliberate corporate misconduct? In the study, the researcher intended to explore the effects of length of contract term on executive performance by comparing executives with long-term (up-to-retirement) employment contracts with executives who have opted for short-term employment contracts. The perceived differences will be apparent in criteria of effective executive leadership such as daily executive behaviours, executive tasks, and executive leadership styles.

M. Com. (Business Management) / Managers are increasingly expressing their anxiety about their future security, and are more concerned than ever about their job security and a stable set of rewards. This concern has been triggered by the employers who are having to make increasingly difficult decisions about their workforce compensation and its relationship to performance. There is a general perception that organisations use ‘one size fits all’, type of rewards to motivate their managers. There is also a perception that managers are only motivated by financial rewards as compared to non-financial rewards in order for them to stay with the company. The aim of the study: The aim of this study was to determine whether rewards are perceived as a motivator by managers at a furniture retail company. Motivation for the study: The rationale for this study was to find out the perception of managers with regards to rewards as a motivator. Research design, approach and method: This survey study used quantitative methods to determine the perceptions of rewards amongst managers at a furniture retail company. The target population of the study was 172 junior and middle-level managers working for a furniture retail company. In this study the target population included women and men of different age groups, race groups, and so forth. Non- probability sampling (purposive sampling) was employed as the intent was to survey junior and middle managers only. SPSS Version 15 was used to analyse the data to ensure that a quantitative analysis for the study could be conducted. The completed questionnaires by the respondents were coded and analysed to calculate frequency distribution to analyse personal data, central tendency and percentage distribution. These statistics were presented in the form of computer graphics with the help of STATKON for data analysis. The Mann-Whitney U test was used for this study to distinguish between two groups of samples in the population in order to decide whether there was a statistically significant difference. Main findings: The results for this study showed that there were statistically significant relationships between age and compensation. The results revealed that there was a significant difference in the level of importance attributed to compensation from management between female managers and their male counterparts. For gender and compensation, the results revealed that there was a significant difference between female and male managers in the level of importance attributed to compensation from management.. Regarding salary earned and compensation, there was a significant difference between higher earning and lower earning managers in the level of importance attributed to compensation from management Conclusion, limitations and recommendations: The respondents showed general satisfaction when it came to the rewards offered in the organisation. The results of the study revealed that rewards do motivate employees, especially in making decisions whether to stay with the company or not. The employees were very satisfied with the rewards that they received in the organisation. A major limitation of this study is that the research was only conducted in one organisation and therefore, given the diversity of companies in the retail industry, the results cannot be generalised to all organisations and other industries. In future, research should be conducted on a larger scale including more organisations within the same sector as well as across sectors so that comparisons can be made which can also be used for benchmarking. Contribution/value-add: This study has attempted to add to the body of knowledge in terms of understanding the role that rewards play in motivating managers and how these can change their behaviour in the course of achieving company objectives. The study also examined the relevant rewards perceived to be motivators by both junior and middle managers in a company.

Middle managers are important role players in organisations today. They are the link between the executive and the employees of organisations. Managers must ensure that the employees under their supervision fulfil their duties and responsibilities in the execution of their tasks, in order that the organisation achieves the strategic goals as set by the executive. For employees to perform at their peak and to ensure continual motivation, employees should find themselves in a motivated work environment. Managers are key to establishing this motivating climate; however they are only able to do this if they have sufficient authority to motivate their subordinates. Managers must not only have the authority, but they must also have the leadership skills and capacity to motivate. The question which forms the base of this research is whether managers are authorised and equipped to motivate their subordinates. The research topic fell within the quantitative paradigm with data being collected through the use of a questionnaire, which was distributed via electronic means to a sample of the population. The sample was selected using a non-random sampling method. The results were analysed and interpreted to ascertain if they aligned with the theory. The Respondents confirmed that motivation is deemed important which is the responsibility of managers to motivate their subordinates. The organisations in which the managers work should enable them to reward and recognise the employees. It was clear that the authority to reward and recognise is still limited in organisations, which creates substantial complications for managers who are not able to utilise all the tools of motivation which is needed for subordinates to achieve their full potential. Recommendations were submitted that organisations should consider effectively empowering and up-skilling their managers on all the tools of motivation and techniques on how to enhance their emotional intelligence to better understand and motivate their subordinates.

This research studies the concept of responsiveness in management tools to improve the match between a management tool and managers using it. This research first operationalizes the concept of responsiveness. The concept involves two components: a management tool and managers using it. Responsiveness is a property of the tool for matching the varying and evolving needs of the managers. It requires certain capabilities of the tool: functionality, user interface capability, and adaptivity. Responsiveness implies a certain process: observe and understand the manager, and interpret and implement his or her needs. This study combines the concept with artificial intelligence technology and introduces the responsive system. A responsive system mainly consists of three parts: the application program, the user interface, and the responsive layer. The responsive layer is the core of a responsive system, employing the blackboard architecture and performing the responsiveness process. To realize the structure of a responsive system, this study builds a prototype responsive management tool called MSLTRAIN, which helps managers schedule their training needs for computer packages. MSLTRAIN observes the behavior of the user, infers the user’s preferences and decision patterns, reasons the user’s goals, and responds appropriately based on the user’s goals. To evaluate the effect of responsiveness in MSLTRAIN on user performance and user satisfaction, this study conducts a laboratory experiment involving twenty human subjects. The subjects use and compare the prototype responsive management tool (R-MSLTRAIN) with the orginal MSLTRAIN (O-MSLTRAIN) that doesn’t have responsive features. The results support responsiveness has positive effect on user performance and user perception to a limited degree. This study opens the door to management tools responsive to the varying and evolving needs of the managers. I believe responsiveness in management tools will improve success and sharing of the management tools. The concept of responsiveness and the structure of a responsive system can be applied to other domains. / Ph. D.

This field study investigated the relationship among behavioral and perceptual measures of the Leader-Member Exchange (LMX) relationship and organizational outcome variables. The major purposes of this study were to determine: (1) the extent to which the dyad is the appropriate level of analysis for the examination of manager-subordinate relationships, (2) which objectively observed managerr behaviors are important in defining negotiating latitude, the most commonly used measure of LMX, and (3) whether these behaviors or traditional self-reports of negotiating latitude better predict organizational outcome variables. Two hundred ninety-two manager-subordinate dyads from 18 work groups in a manufacturing plant were observed by trained research assistants and completed questionnaires. Measures included observed manager behaviors defined by the Operant Supervisory Taxonomy and Index (OSTI), subordinates' absence rates, and managers' and subordinates' perceptions of subordinates' satisfaction (general satisfaction, satisfaction with supervisor, growth satisfaction, work satisfaction, coworker satisfaction), subordinate's intent to withdraw, and negotiating latitude (NL). Within and between analysis I (WABA I) indicated the manager-subordinate dyad as the appropriate level of analysis for NL, general satisfaction, satisfaction with supervisor, growth satisfaction, work satisfaction, coworker satisfaction, and turnover intent. WABA II revealed significant dyadic relationships between NL and all measures of satisfaction as well as turnover intent. Bivariate regression analysis revealed a significant relationship between negotiating latitude and absenteeism. Multiple regression analysis showed manager behaviors (i.e., antecedents) predicted negotiating latitude. However, multiple regression failed to reveal that manager behaviors predicted measures of satisfaction, turnover intent, or absenteeism. Finally, hierarchical regression revealed that manager behaviors (i.e., consequences) added to the predictive ability of negotiating latitude for general satisfaction. However, the addition of manager behaviors to negotiating latitude using hierarchical regression failed to produce a significant change in R-square for any other outcome variables. / Ph. D.