Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The real-life problem in strategy communication is generally defined as that strategic
plans are not generally well communicated to the workforce and therefore not executed
to their full potential. This leads to subordinate problems such as that the strategic plan
is not bought into by the employees, which leads to a lack of commitment and
involvement. When not well understood, the strategic plan loses its motivational power
because employees do not know what their role is. The strategy thus is not likely to
have the desired effect on the market.
Isolated cases of successful communication and implementation of company strategic
plans do exist, which raises the question of what is required from an internal strategy
communication plan, and what makes it successful. The research report attempts to
answer this question and hence contribute to this knowledge field to benefit future
implementers.
The literature was reviewed on current approaches to establish criteria for successfully
communicating a strategic plan, and a successful communication strategy used at
Sishen Iron Ore Mine was documented as a case study and critically analysed.
Recommendations for future implementations as well as further research were made.
This report identified five main groups of requirements for a successful implementation
communication strategy. These areas include the need to engage in two-way dialogue,
the need to repeat the message, the need to plan the communication rollout, the
important role of the middle manager and the need to show the bigger picture. The
methodology is more important than the medium (visual, auditory) used. It is further
concluded that, if the skill levels of the workforce differ significantly. it may be necessary
to have two or more different communication strategies.
Simply delegating the responsibility of communication to subordinates creates the risk
of failure. It is recommended that middle managers be trained for this purpose and that
the progress in each department be appropriately monitored. / AFRIKAANSE OPSOMMING: Die praktiese probleem in strategie kommunikasie is dat strategiese planne nie
gekommunikeer word nie en dus nie tot die volle potentiaal uitegvoer word nie. Dit lei tot
ondergeskikte probleme soos dat daar nie inkoop is in die strategiese plan of intensie
nie wat beteken daar is 'n tekort aan toewyding en betrokkendheid. Die strategiese plan
word ook nie goed verstaan nie en verloor sy motiverings krag omdat werknemers nie
weet wat hulle rol is nie. Die hele strategie het nie die verlangde effek op die mark nie.
Geïsoleerde gevalle van suksesvolle kommunikasie en implimentering word gevind, wat
die vraag laat ontstaan; wat word verlang van 'n interne strategiese kommuniksie plan
en wat maak dit dus suksesvol. Die navorsingsverslag probeer die vraag beantwoord en
sodoende bydrae tot die kennis veld om toekomstige implementeerders te bevoordeel.
'n Literatuur studie is voltooi op die huidige benaderings om kriteria vas te stel vir die
suksesvolle kommunikasie van 'n strategiese plan. 'n Suksesvolle kommunikasie
strategie wat gevolg is by Sishen Ystererts Myn is gedokumenteer as 'n gevalle studie
en krities geevalueer. Aanbevelings is gemaak vir sowel toekomstige implementerings
as ook verdere navorsing.
Die verslag het vyf hoof groepe van vereistes geïdentifiseer vir die suksesvolle
implementerings kommunikasie strategie. Hierdie areas bestaan uit die noodsaaklikheid
vir twee rigting gesprek, die vereiste om die boodskap te herhaal, die belangrikheid om
die kommunikasie strategie goed te beplan, die rol van die middel bestuurder en die
noodsaaklikheid om die groter prentjie te wys. Die metodologie is belangriker as die
medium (visueel, auditer) wat gebruik word. Dit word verder aanbeveel dat, indien die
vaardigheidsvlak van die organisasie baie verskil, dit nodig mag wees om twee
verskillende kommunikasie strategieë te ontwikkel.
Om eenvoudig die verantwoordelikheid van kommunikasie na ondergeskiktes te
delegeer skep die risiko van faaling. Dit word voorgestel dat middel bestuurders opgelei word vir die doel en dat die vordering in elke departement dienooreenkomstig gemonitor
word.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/18164 |
| Date | 10 1900 |
| Creators | Swanepoel, Werner |
| Contributors | Puhl-Snyman, Carol A., Stellenbosch University. Faculty of Economic and Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Rights | Stellenbosch University |
Page generated in 0.0074 seconds