Name: kholeka zimu

Student number:
11928557
Module code: com2601
Unique number: 821134
Assignment no:
03(portfolio)
Due date: 23/08/2021

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 TABLE OF CONTENTS
CONTENT PAGE
Declaration form 3
Introduction 4
DYNAMIC OF ORGANISATIONAL ORGANISATION 5
QUESTION 1
Define organisational communication
QUESTION 2 5
According to Barker & Angelopulo (2013:77), the following are the seven
communication networks and the direction of communication within
organisations
QUESTION 3 6
Discuss communication networks and the direction of communication
within organisations and illustrate each network with practical example.
QUESTION 4 7
Define the term “conflict in the organisation” and discuss the levels of
organisational conflict. Provide examples from your knowledge, experience
and observations.
QUESTION 5 8
According to Barker (2013: 105), new communication technology
consistently influences the functions of an organisation and creates new
opportunities to enhance organisational communication.
QUESTION 6 9
According to Van De Walt (2013:126), there a number of different
managerial and communication approaches that can be implemented in
organisations. To understand the managerial and communication tactics
organisations can employ discuss the following approaches in terms of the
nature and assessment of communication.
QUESTION 7 11
Van De Walt (2013:114) describes change as constant, certain and
continuous actions with the purpose of adjusting and/or modifying existing
practices towards new practices.
QUESTION 8 12
Name and discuss four organisational communication research types and
provide relevant examples from a South African context to illustrate these
research types.
Conclusion 14
List of sources consulted 15

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DECLARATION OF OWN WORK
I Kholeka Zimu
Confirm that:
 This MODULE contains my own, original ideas and work
 Those ideas or work, that are my own, have been cited through the prescribed
referencing system which I familiarised myself with in the CMNALL/301
 I have not submitted the ideas or work contained in this MODULE for any other
tertiary education credit.
 I have read the University’s Policy of Research Ethics
 I have read and understood the PLAGIARISM POWERPOINT FOR
UNDERGRADUATE STUDIES (available under ADDITIONAL SOURCE on
myunisa)
 I have familiarised myself with the library guides ON PLAGIARISM AND EHICS
offered by Unisa’s library: https://lbguides.unisa.ac.za/research-
support/plagiarism
 I have read and understood Unisa’s Policy for Copyright Infringement and
Plagiarism and I am aware that plagiarism is punishable in terms of the Copyright
Act (Act 98 of 1978) and I have read the regulations of the University of South
Africa in this respect, available online:
https://www.unisa.ac.za/static/corporate_web/Content/Apply%20for%admission/
Documen ts/Policy copyright infringement plagiarism 16November2005.pdf
11928557
STUDENT NUMBER: 11928557
Signature: K Zimu
Date: 01 August 2021
Witness: I Zimu
Date: 01 August 2021

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INTRODUCTION
In this assignment we will define organisational communication as a concept, discuss
the seven communication networks and the direction of communication within the
organisation, we will discuss the five networks as channels of communication, we will
define the term “conflict in the organisation”, and discuss the levels of organisational
conflict, we will discuss the main effects of organisational communication technology on
organisational communication, we will discuss classical management, humanistic and
knowledge management approaches of communication. We will discuss the driving and
resisting forces for change. Finally we will discuss four organisational communication
research types

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DYNAMIC OF ORGANISATIONAL ORGANISATION
QUESTION 1
Define organisational communication
According to Barker & Angelopulo (2013:76) organizational communication can be
defined as an integrated process to exchange and interpret all messages by
encouraging purposeful, data-driven dialogue to create and nourish long-term profitable
relationships with stakeholders in support of the corporate brand of the organisation
(Niemann, 2005: 30)
QUESTION 2
According to Barker & Angelopulo (2013:77), the following are the seven
communication networks and the direction of communication within
organisations:
1. External networks are those channels that carry information from within to
outside the organisation or vice versa. For example, emails, brochures,
newsletters, posters and other forms of multimedia marketing designed to attract
customers, partners and suppliers to conduct profitable business transactions.
2. Internal networks carry information within the organisation along
interdepartmental routes (that is, all types of internal communication used for the
functioning of the organisation).
3. Formal networks of communication are prescribed by the organisation, and
function through rules, regulations and procedures; they refer to the official
written or verbal channels through which communication is exchanged (including
personal instructions, interviews, training programmes, letters, memoranda and
annual reports). For example the government bureaucrats referring agencies and
other professionals that we meet at inter-agency and other meetings.
4. Informal networks of communication exist in the interpersonal relationships in
the organisation, and refer to the exchange of unofficial or informal information
(for example conversations among personnel and events such as year-end
functions). This information may be work related, social or personal, and can
include, for example, the grapevine, which is also referred to as ‘the rumour mill’,
where messages flow in all directions and are mostly verbal, social and/ or work
related.
5. Upward networks provide feedback for upper management regarding policies
and practices; in this way they allow for wider participation in decision making
and provide an outlet for members’ concerns, uncertainties or complaints
(examples include memoranda, verbal or written reports, proposals and
meetings).
6. Downward networks are used by managers to communicate with the
employees that report to them. Messages include instructions and training,

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 information giving (that is, company policy, trends and planning), providing
rationale for directions and policies, and evaluating work performance.
7. Lateral (or horizontal) networks exist where communication occurs between
employees at the same hierarchical level. These appear to be more prevalent in
the lower levels of the organisation, where they tend to focus on problem solving
and the co-ordination of work flow, task co-ordination, and information sharing
and conflict resolution.
QUESTION 3
Discuss communication networks and the direction of communication within
organisations and illustrate each network with practical example.
1. Chain network- According to Barker & Angelopulo (2013:79), in this type of
network, communication is downward and one way, and it moves via several
levels in the organisation to the different receivers. Information is task oriented
and extremely accurate because the channels are clear and the commands are
direct. This network consists of members, therefore the employees are mere
senders and receivers of the communication message. Network roles in the
chain network include members and gatekeepers. For example, superiors
ordering the subordinates in an organisation.
2. Y-network pattern- According to Barker & Angelopulo (2013:79-80),
Communication in this network is formal and takes place via C. The members
can only communicate with each other via C (the person acting as the bridge);
they cannot directly communicate with one another. Information is task oriented
and extremely accurate as a result of clear commands and direct information. In
the Y-network, members, isolates and bridges are identified. For example, A and
B can send information to C, but they can receive information from no one like
when two assistant managers’ report to the manager.
3. Wheel network- According to Barker & Angelopulo (2013:80), in this type of
network, communication style is autocratic and the central person acts as a
liaison or link between the groups. The distribution of information is fast and
accurate because the wheel network is task oriented. It consists of clear
commands and direct information from the central person. Messages do not have
to go through many levels. However, although only one person receives all the
information and has to send it back, the content of the message can still be
distorted. Network roles in the wheel network include members, bridges, liaisons,
gatekeepers and opinion leaders. For example Mary is the owner of the salon.
She has only 6 employees who directly communicate with her.
4. Circle network- According to Barker & Angelopulo (2013:81), in this network,
groups involved in the circle network can be frustrated because communication is
slow and it is not always easy to move messages from one part of the line to
another. Communication is more employee than task oriented. There is also
participation in problem solving and the decision-making process. Only members

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 can be identified in this network; there are no isolates, liaisons, bridges,
cosmopolites, gatekeepers or opinion leaders. For example, a group of
managers at a grocery store all at the same level, in this network, they
communicate together then pass information to assistant managers, then the
assistant managers pass the information to cashiers.
5. All channel network- According to Barker & Angelopulo (2013:81), this channel
maximises opportunities for feedback and results in greater accuracy of
messages. As in the case of the circle network, only members can be identified;
there are no isolates, liaisons, bridges, cosmopolites, gatekeepers or opinion
leaders in this network. For example, team members communicate with every
team members and there are no restrictions on any member.
QUESTION 4
Define the term “conflict in the organisation” and discuss the levels of
organisational conflict. Provide examples from your knowledge, experience
and observations.
Miller (2003) explains that the basis of organisational conflict lies in the perception of
incompatibility or disagreement regarding various organisational issues, that conflict
takes place when the behaviours of the members are interdependent, and that it
involves the expression of incompatibility (or interaction), not the mere existence of
incompatibility. Communication is therefore the means by which conflict is both
incited and constructively dealt with. According to Barker & Angelopulo (2013:83),
According to Barker & Angelopulo (2013:83), because members of an organisation
are different, and different levels of connections exist, this influences the levels of
conflict that occur.
According to Miller (2003), Venter (in Verwey & Du Plooy-Cilliers, 2002) and Werner
(2007), five main levels of organisational conflict occur in an organisation:
1. Intrapersonal conflict: This conflict occurs when members have to make an
important personal decision regarding their work circumstances. They decide on
their own what the most appropriate action is. This can result in their being unable to
perform optimally. For example, an employee must decide whether or not to apply
for a new position or whether to report an error he or she has made and, because of
the mental stress, either withdraws or becomes short-tempered with others.
2. Interpersonal conflict: When individual members of the organisation perceive
goal incompatibility, conflict can occur, often between supervisors and subordinates.
For example, one member influences other team members to choose sides in the
conflict, which allows the conflict to escalate and leads to poor performance by all.
3. Intergroup conflict: This exists when groups of people within an organisation
(such as teams, departments or sections) are parties in the conflict. One member
can be in conflict with the rest of the team or several team members can be in

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conflict with one another. For example, different departments in a university differ on
entry requirements for postgraduate students, or the marketing and registration
sections disagree on deadlines for registration of students.
4. Intragroup conflict: Smaller sections within an existing group in an organisation
can cause conflict when they must compete for scarce resources. For example,
there is conflict on budget allocation for new resources in the organisation.
5. Inter-organisational conflict: This occurs when there are disputes or competition
between two or more organisations. For example, two daycare centres located in the
same city compete children/toddlers enrolment.
QUESTION 5
According to Barker (2013: 105), new communication technology consistently
influences the functions of an organisation and creates new opportunities to
enhance organisational communication.
New communication technology continuously impacts upon the functioning of an
organisation and creates new opportunities to enhance organisational
communication
The main effects of organisational communication technology on
organisational communication can be considered in terms of the following:
1. Effects on communication content: Electronic media can inhibit
communication of social and emotional content owing to the unavailability of non-
verbal cues often associated with such content (for example anger made evident
in facial expressions). Electronic messages can also be more difficult to interpret
than face-to-face messages. The distance and anonymity allowed by electronic
media can also reduce inhibitions and can even lead to ‘flaming’ (that is, name-
calling, disrespectful address, the use of obscene language, and so on).
2. Effects on communication patterns: New technologies result in an increase of
communication which can lead to data overflow (also referred to as data smog or
data drowning) in the form of e-mails, pager messages, cellphone
communication, the Internet and faxes. Electronic messages also increase the
prevalence of upward communication, more diverse communication contacts,
and greater equality or participation in group interactions.
3. Effects on communication outcomes: The effect can largely be viewed in
terms of the inhibition of leadership (the interaction equality hampers efforts by
individuals to dominate group interaction), less identification of individuals with
groups (especially because of the anonymity allowed by computer systems), and
the quality of group decision making (the use of group decision support systems
results in higher-quality decisions).
4. Effects on organisational structure: New technology allows for communication
over greater distances and at asynchronous times; it even creates virtual

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 organisations with no ‘brick and mortar presence’ (allowing for the use of multiple
information and computer technologies at different times and in different places).
Advantages include reduced office expenses; access to global markets;
environmental benefits; probable increased productivity; enhanced customer
services; and improved returns. Disadvantages include costs and isolation from
the organisational culture (Miller, 2003; Rice & Gattiker, 2001).
THE ROLE OF COMMUNICATION AND MANAGEMENT APPROACHES IN THE
ORGANISATIONAL CHANGE PROCESS
QUESTION 6
According to Van De Walt (2013:126), there a number of different managerial and
communication approaches that can be implemented in organisations. To
understand the managerial and communication tactics organisations can employ
discuss the following approaches in terms of the nature and assessment of
communication.
Classical approach
According to Barker (2013: 126), this approach is typically associated with what
Steinberg (1999) refers to as the mechanistic view, which maintains that control and
regulation should be reflected in the managerial and communication approaches used
in the organisation.
The nature of communication in the classical management approach
According to Barker (2013: 128), in this approach communication is continuously
controlled, regulated and formal despite the fact that human relations research which
claims that this type of communication is ineffective. Recent studies have also shown
that employees feel uncomfortable with the classical model because it tends to breed
mediocrity and low morale among employees (Neher, 1997; Van der Walt, 2006).
Assessing communication in the classical management approach
Van der Walt (2002) argues that although downward communication has the objective
of ensuring that employees act in the best interests of their manager and the
organisation, managers often fail to see the value of encouraging employees to discuss
the changes in policies and the plans of the organisation. According to Barker (2013:
129),
Humanistic approach
According to Barker (2013: 130-131), this approach embodies the second view that
Steinberg (1999) examines as a social, interactive and often transactional phenomenon.
The traditional principles of the classical management approach are no longer seen as
representative of the heart of management but, rather, form only a small part of the
managerial function, such as administration and the enforcement of codes of conduct.

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The nature of communication in the humanistic management approach
Miller (2001) maintains that people engage in communication with others in the hope
that the outcome might lead to mutual trust. Only through reciprocal (two way) sharing
can people learn about themselves and about others. In communication practice,
sharing occurs only when people develop trust in each other. The idea that trust and
openness lead to better communication between two or more people applies to the
humanistic management approach. According to Barker (2013:134-135)
Assessment of communication in the humanistic management approach
Proponents of the humanistic management approach contend that a crucial link exists
between communication and employee participation and satisfaction. Therefore, in
creating a working environment that is open, honest and responsive to all employees, it
is critical to establish participation and support among employees. Enlisting employee
participation in management decisions encourages employees’ control of tasks and
maximises their contributions to the organisation. According to Barker (2013:136).
Knowledge management approach
According to Barker (2013: 137), although the humanistic management and knowledge
management approaches are founded on similar principles, there are various
distinctions that need to be highlighted.
The nature of communication in the knowledge management approach
According to Barker (2013: 140), similar to the humanistic management approach, the
knowledge management approach is also associated with support for employee needs
and motivations, participation, open communication and flat, organic managerial
practices. Based on humanistic and knowledge-enabling approaches, leadership is
encouraged. These approaches imply that the organisation is an open system that
involves itself in environmental scanning with the purpose of proactive changes and/or
adaptation when required.

Assessment of communication in the knowledge management approach

According to Barker (2013: 141), it is argued that although the knowledge management
approach is an improvement on the humanistic management approach because it
recognises the context of ‘relationships’ in which communication takes place, it
essentially still emphasises role taking – that is, the sender role plays the receiver’s
position and vice versa as a means of creating empathy. It is argued that one should
ignore one’s own opinions, beliefs and attitudes, and so on, so as to enable an
understanding of the other person’s point of view within a communication relationship.
However, Van der Walt (2006) maintains that one should not, and indeed cannot, deny

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one’s own context and one’s own beliefs and values by merely exchanging them with
those held by the other participant. Even if one attempts to ignore one’s own context to
enable communication, it is not possible. Although one can choose to confront one’s
own perceptions and attitudes, this does not imply an absence of them.
QUESTION 7
Van De Walt (2013:114) describes change as constant, certain and continuous actions
with the purpose of adjusting and/or modifying existing practices towards new practices.
According to Barker (2013: 115), Complex forces influence a person’s attitude and
receptivity to change. There are two types of forces identified within the organisation.
Driving forces of change
According to Barker (2013: 115), if these forces are considered driving forces, which
encourage change, growth and development in the organisation with the promise of
improved circumstances, people in the organisation would generally be more supportive
of such change. Driving forces of change are often required in the organisation when
employees are unhappy with insufficient practices in the organisation and demand
changes that will lead to improvements. The following situations provide examples of
what typically contributes to a need for change in the organisation (Lewis, 1987; Van
der Walt, 2006):
1. Increasing demands made by employees for greater job satisfaction and greater
participation in decision-making processes that involve them.
2. A desire for learning and increased knowledge in a wider range of organisational
practices beyond the employee’s limited scope of responsibilities.
3. Demands for more effective appeal systems and greater recognition for work well
done.
4. Shorter and hastened product life cycles that have resulted from time constraints
and which have led to poor-quality products.
5. The need for more effective channels of communication or information
distribution to enhance both the production and distribution of products.
6. A shortage of raw materials (inputs), which inhibits the production process of
products.
7. New or different top managers who join the organisation and have oppositional or
different ideas of power.
8. An increase in consumerism which creates an increase in the production of
products.
9. Initiatives towards improved environmentally beneficial practices, for example
obligatory employee involvement and participation in community projects on
behalf of the organisation.
10. More government regulations concerning employee rights, such as the
requirement that an organisation employs a greater number of disabled people
and those from different cultures and religious denominations.

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 11. Changing cultural and social values in the organisation which result from the
employment of diverse groups of people.

Resisting forces of change

According to Barker (2013: 115), if resisting forces of change encourages stability and
maintenance of the status quo because it is convenient and change implies effort,
people in the organisation are less willing to change and therefore frequently resist such
change. The following situations provide examples of what typically contributes to a
resistance to change in the organisation (Lewis, 1987; Van der Walt, 2006):
1. Complacency: If the organisation is successful and no one feels that change is
urgent.
2. Threats to status: A realignment of organisational duties creates feelings of
status reduction among those directly affected by change.
3. Responsibility: Fear of increased responsibility.
4. Economic factors: If change threatens employees’ economic security and hence
their physiological, safety and esteem needs.
5. Existing powers and social relationships and traditions in the organisation.
6. Security: The security and certainty that is manifest in the existing situation and
the fear that any changes might disrupt this security.
7. Reason for change: An inability to perceive the actual need for change.
8. Lack of confidence: A lack of confidence in management’s ability to cope with
change.
ASSESSING ORGANISATIONAL COMMUNICATION
QUESTION 8
Name and discuss four organisational communication research types and
provide relevant examples from a South African context to illustrate these
research types.
According to Van De Walt (2013:400), there are many types of research an organisation
can utilize to collect information for strategic decision making.
The following are the four organisational communication research types
1. Environmental monitoring
According to Barker (2013: 398), environmental monitoring or scanning is research to
detect trends in opinions, whether these are the opinions of the public, customers,
sponsors or the organisation’s employees (thus an organisation’s stakeholders). Micro
environments such as the social–political, economic, technological or ecological
environments also play a very important role in this regard (Steyn & Puth, 2000). Since
organisations are expected to become more socially responsible, the success rate of

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their efforts can be detected or environmentally scanned by measuring the opinions
stemming from stakeholders in these environments. Through environmental monitoring
the organisation is thus able to assess its corporate climate (which is referred to as the
feelings/opinions stakeholders have with regard to the organisation). An example of this
would be the international crisis that British Petroleum (BP) experienced in 2010 during
the explosion of an oil-drilling unit in the Gulf of Mexico, resulting in a massive oil
spillage into the ocean. During this disaster, described as one of the worst
environmental disasters yet, an estimated 6 814 aquatic animals perished. By
November 2010 environmental monitoring indicated that BP had suffered extensive
financial losses mainly due to a decrease in investment in the company and adverse
media coverage as a result of extensive criticism from environmental activists.
2. Social auditing
According to Barker (2013: 398-399), social auditing is research similar to
environmental monitoring. Social audits determine the effects the organisation has had
on its stakeholders and the extent to which those effects must be corrected (Steyn &
Puth, 2000). The primary purpose is to examine, catalogue, systemise and measure the
organisation’s performance as a corporate citizen. Questions asked in this audit would
typically be: ‘Are the organisation’s operational or manufacturing procedures conducive
to a healthy environment?’ Mining industries across the world, for example, have
especially come under attack from national and international communities for their
irresponsible mining practices that impact significantly on the supply of fresh water and
on aquatic life. As a result of this global outcry, mining companies are now obliged to
adhere to regulations and legislation formulated to protect the environment. Another
example is large retail or banking industries, which are required to involve themselves in
community upliftment projects such as sponsoring educational or health projects aimed
at improving disadvantaged communities’ lives. There is thus a great deal of pressure
on organisations to become more than just systems of inputs and outputs designed for
the purpose of making a profit.
3. Corporate communication/public relations auditing
According to Barker (2013: 399), this type of auditing aims to define stakeholders and to
determine how they perceive and evaluate the organisation. There are two basic types
of audits in this regard, namely audience identification and corporate image studies
(Steyn & Puth, 2000):
Audience identification
 Identifies relevant stakeholders (does the organisation have an effect on a
stakeholder or does the stakeholder affect the organisation?)
 evaluates the organisation’s standing with each relevant stakeholder (the focus is
on perceptions, attitudes, and involvement with the organisation)
 identifies issues of concern to those stakeholders

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  measures the power of each stakeholder, for example the financial power of
customers who buy from the organisation, or sponsors who invest money in it, or
perhaps the power of behaviour, for example whether employees are demanding
better wages and strike as a result of their grievances, etc.
Corporate image studies are about
 The familiarity of each stakeholder with the organisation.
 The attitudes of each stakeholder toward the organisation.
 The personality characteristics each stakeholder associates with the
organisation.
The BP example shows how the company lost many investors, which is a clear
indication that its standing and positive corporate image amongst its stakeholder
audiences in 2010 was destroyed.
4. Communication content auditing
According to Barker (2013: 399-400), this research evaluates organisational
communication programmes or plans to determine whether messages have actually
reached the target audience. This includes readership surveys, content analysis of
messages, and measurement of message readability. Communication content auditing
can thus be seen as research that assesses communication activities. It is often used to
study the readability and readership of corporate newsletters and other routine
communications such as annual reports, newspaper articles about a company, and
press releases. An example would be to assess a sample of newspaper reports that
have appeared since the BP disaster to determine whether news coverage on the
company was positive, negative or neutral. These classifications provide a general idea
of the types of research that an organisation can typically engage in to collect the
required information for strategic decision making or changes they want to make.
However, a research project does not merely happen. A great deal of planning has to
go into each project and the following section will explore this planning process.

CONCLUSION
In this assignment we defined organisational communication as a concept, we
discussed the seven communication networks and the direction of communication within
the organisation, we discussed the five networks as channels of communication, we will
define the term “conflict in the organisation”, and we also discussed the levels of
organisational conflict, we discussed the main effects of organisational communication
technology on organisational communication, we discussed classical management,
humanistic and knowledge management approaches of communication. We discussed
the driving and resisting forces for change. Finally we discussed four organisational
communication research types

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LIST OF SOURCES CONSULTED
COM2601 Tutorial letter COM2601/101/2020 Angelopulo, GC & Backer (eds). 2013,
Integrated organisational communication.2nd edition. Lansdowne: Juta
University of South Africa COM2601/1/2013-205

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