M.Com. (Business Management) / Communication is the focal point of the enterprise. It is central to the control and survival of organisations, and is a prerequisite to effective management. Consequently it can be stated that communication pervades'the total managerial process, integrating the managerial functions and linking the enterprise with its environment. The present study set out to define the concept of communication and to develop a theoretically sound model of organisational communication with the objective of providing a frame of reference for future research. A literature survey was conducted during which the concept of communication was traced from its semantic origins through to contemporary interpretations thereof. A subject as complex as communication is best approached through an in-depth, comprehensive observation from different angles and varying perspectives. The variables in the communication process were discussed, utilising communication models as a theoretical framework. In addition, the role of perception in communication was reviewed. Communication variants and the concepts of enterprise, organisational environment. organisational communication structure. formal and informal communication channels were discussed. This review and subsequent analysis served as the theoretical foundation for conceiving a model of organisational communication. The components of organisational communication are presented in a model of organisational communication. The framework of organisational communication advanced in this model is multidimensional; it presents the concept of communication not as an isolated phenomenon or a singular, purely idealised process, but as interrelated constituent processes that operate at varying levels of complexity. Finally, a comment is made on the actuality of the organisational communication model and a multitude of research opportunities are indicated.

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One of the current key challenges for nonprofit social service organisations is how to diversify resource mobilisation practices in order to build sustainable organisations that can innovatively achieve social mission. Two approaches to resource mobilisation that are promoted within Australia are social enterprise and partnering with business. Both of these approaches involve a re-orientation toward business, either in management practices or through an enduring relationship. Despite an increased interest in business-focused resource mobilisation strategies there are few successful examples of social enterprise and partnering with business emerging across the nonprofit sector. There is also scant empirically based research to understand what it takes to adopt these practices, what the consequences of adoption might be and how governments, nonprofits and business stakeholders might support their emergence. This research aims to build an evidence base to provide greater understanding of these issues. The thesis analyses data from fourteen organisational case studies of nonprofit social service organisations located across Australia. Seven of these organisations were selected because they had adopted an enterprising form of resource mobilisation and had been recognised for their achievements in this area. The other seven organisations matched these adopters in terms of mission, location, size and stage of organisational development, though had less diversified resource streams and had not attempted or successfully managed to develop a social enterprise or business partnership. Case-orientated research and qualitative comparative analysis was used in order to achieve causal complexity and a 'configurational' view of the cases (Ragin 1999). The thesis details the conditions that are both necessary and sufficient for business-focused resource mobilisation .processes to be adopted. Organisational capacity and self-efficacy are critical conditions that open up resource innovation possibilities; there is a range of other sufficient conditions that work in combination with these. There are value and ideological challenges to be negotiated by nonprofit social service organisations as they are called upon, both internally and from without, to reinvent the means with which they achieving organisational sustainability. This tension creates the need for new thinking atthe level of policy and practice - across all sectors - in order that these critical organisations that bear responsibility for the social good can successful organise within the contemporary context.

One of the current key challenges for nonprofit social service organisations is how to diversify resource mobilisation practices in order to build sustainable organisations that can innovatively achieve social mission. Two approaches to resource mobilisation that are promoted within Australia are social enterprise and partnering with business. Both of these approaches involve a re-orientation toward business, either in management practices or through an enduring relationship. Despite an increased interest in business-focused resource mobilisation strategies there are few successful examples of social enterprise and partnering with business emerging across the nonprofit sector. There is also scant empirically based research to understand what it takes to adopt these practices, what the consequences of adoption might be and how governments, nonprofits and business stakeholders might support their emergence. This research aims to build an evidence base to provide greater understanding of these issues. The thesis analyses data from fourteen organisational case studies of nonprofit social service organisations located across Australia. Seven of these organisations were selected because they had adopted an enterprising form of resource mobilisation and had been recognised for their achievements in this area. The other seven organisations matched these adopters in terms of mission, location, size and stage of organisational development, though had less diversified resource streams and had not attempted or successfully managed to develop a social enterprise or business partnership. Case-orientated research and qualitative comparative analysis was used in order to achieve causal complexity and a 'configurational' view of the cases (Ragin 1999). The thesis details the conditions that are both necessary and sufficient for business-focused resource mobilisation .processes to be adopted. Organisational capacity and self-efficacy are critical conditions that open up resource innovation possibilities; there is a range of other sufficient conditions that work in combination with these. There are value and ideological challenges to be negotiated by nonprofit social service organisations as they are called upon, both internally and from without, to reinvent the means with which they achieving organisational sustainability. This tension creates the need for new thinking atthe level of policy and practice - across all sectors - in order that these critical organisations that bear responsibility for the social good can successful organise within the contemporary context.

Thesis (M.A.)--Georgia State University, 2006. / Title from title screen. Michael Bruner, committee chair; Shirlene Holmes, David Cheshier, committee members. Electronic text (106 p. : ill. (some col.)). Description based on contents viewed Apr. 25, 2007. Includes bibliographical references (p. 82-86).

One of the current key challenges for nonprofit social service organisations is how to diversify resource mobilisation practices in order to build sustainable organisations that can innovatively achieve social mission. Two approaches to resource mobilisation that are promoted within Australia are social enterprise and partnering with business. Both of these approaches involve a re-orientation toward business, either in management practices or through an enduring relationship. Despite an increased interest in business-focused resource mobilisation strategies there are few successful examples of social enterprise and partnering with business emerging across the nonprofit sector. There is also scant empirically based research to understand what it takes to adopt these practices, what the consequences of adoption might be and how governments, nonprofits and business stakeholders might support their emergence. This research aims to build an evidence base to provide greater understanding of these issues. The thesis analyses data from fourteen organisational case studies of nonprofit social service organisations located across Australia. Seven of these organisations were selected because they had adopted an enterprising form of resource mobilisation and had been recognised for their achievements in this area. The other seven organisations matched these adopters in terms of mission, location, size and stage of organisational development, though had less diversified resource streams and had not attempted or successfully managed to develop a social enterprise or business partnership. Case-orientated research and qualitative comparative analysis was used in order to achieve causal complexity and a 'configurational' view of the cases (Ragin 1999). The thesis details the conditions that are both necessary and sufficient for business-focused resource mobilisation .processes to be adopted. Organisational capacity and self-efficacy are critical conditions that open up resource innovation possibilities; there is a range of other sufficient conditions that work in combination with these. There are value and ideological challenges to be negotiated by nonprofit social service organisations as they are called upon, both internally and from without, to reinvent the means with which they achieving organisational sustainability. This tension creates the need for new thinking atthe level of policy and practice - across all sectors - in order that these critical organisations that bear responsibility for the social good can successful organise within the contemporary context.

Thesis (Ph. D.)--University of Connecticut, 2003. / Includes bibliographical references.

Thesis (Ph. D.)--University of Iowa, 2003. / Includes bibliographical references (leaves 188-203).

Thesis (M.P.A.)--Missouri State University, 2008. / "December 2008." Includes bibliographical references (leaves 93-97). Also available online.