VALENTINE CHADYIWA

COMMUNICATION AND ORGANISATIONAL CULTURE

STUDY OF A SMALL ENTERPRISE/BUSINESS

TABLE OF CONTENTS

1. QUESTION 1- COMPANY PROFILE ....................................................................................... 4

1.1 A brief background about Pekwa Infrasolut Projects (Pty) Ltd ............................. 4
2. QUESTION 2 – COMMUNICATION IN THE ORGANISATION ........................................... 4
2.1 Differences between Formal and Informal networks ................................................ 4
2.1.1. Formal Networks ........................................................................................................ 4
2.1.2. Informal networks ...................................................................................................... 5
2.2 The formal and informal channels of communication within Pekwa Infrasolut
Projects............................................................................................................................................. 5
2.3 The flow of communication within organisations in general ................................. 6
2.4 The flow of communication at Pekwa Infrasolut Projects....................................... 7
3. QUESTION 3 – THEORETICAL APPROACHES TO ORGANISATIONAL
MANAGEMENT ................................................................................................................................... 8
3.1 The three management approaches that are often identified in organisations.8
3.1.1 The classical management approach ................................................................... 8
3.1.2 The humanistic management approach............................................................. 10
3.1.3 The knowledge management approach ............................................................. 11
3.2 The management approach evident in Pekwa Infrasolut Projects ..................... 13
3.3 The communication approach that is evident in PIP. .................................................. 14
4. QUESTION 4 – ORGANISATIONAL CULTURE ................................................................. 15
4.1 The difference between culture and climate ............................................................. 15
4.1.1 Define Organisational culture and climate............................................................ 15
4.1.2 Differentiate between organisational culture and climate: ........................... 15
4.2 Five elements that exhibit organisational culture. .................................................. 15
4.2.1 Artefacts ..................................................................................................................... 15
4.2.2 Language.......................................................................................................................... 16
4.2.3 Behavioural concepts ................................................................................................... 16
4.2.4. Heroes .............................................................................................................................. 16
4.2.5 Psychological phenomena .......................................................................................... 17
5. QUESTION 5- THEORY AND PRACTICE OF ASSESING ORGANISATIONAL
CULTURE ........................................................................................................................................... 17
5.1 Compiling a research proposal on developing the aspects of the organisation
further.............................................................................................................................................. 17
5.1.2 Step 1: Identifying and formulating the problem ............................................. 17
5.1.3 Step 2: Reviewing the literature ........................................................................... 17
5.1.4 Step 3: Formulating hypotheses or research questions ............................... 18

2
 5.1.5 Step 4: Selecting or developing the research design .................................... 18
REFERENCES ................................................................................................................................... 20
ADDENDUM A – PERMISSION LETTER ..................................................................................... 22
ADDENDUM B – DIARY ENTRY .................................................................................................... 24
6. QUESTION 6 – DIARY ENTRY ............................................................................................... 25
6.1 Communication Challenges being faced at Pekwa Infrasolut Projects ............ 25
6.2 Recommendations on how Pekwa Infrasolut Projects can improve their
communication process............................................................................................................. 25

TABLE OF FIGURES

Figure 1: PIP Horizontal Flow of Communication ..................................................................... 8

3
 1. QUESTION 1- COMPANY PROFILE

1.1 A brief background about Pekwa Infrasolut Projects (Pty) Ltd

Group refers to a cluster of two or more people who work together for a specific
purpose, usually to the benefit of the individual members of the group, (for example,
students studying together for their own benefit). (Barker, 2013)

Pekwa Infrasolut Projects (Pty) Ltd (PIP) is a South African consulting company
which offers solutions in the planning, procurement, and delivery of infrastructure
in both the private and public services sectors of the built environment
(construction and real estate). It is a company built on a tradition of integrity and
delivery. PIP adopts a team approach that will assist the client to define the routes
that need to be taken to enable the client organisation to meet their organisational
objectives. PIP is owned by two directors and has a team of five built environment
specialists amongst them a quantity surveyor, a project manager and three engineers,
two that are female and three that are male, and both directors are male.

PIP is a small practice that brings together insights and sustainable solutions in
delivering and managing all life cycle phases of service delivery, procurement and
professional development within the built environment industry.

2. QUESTION 2 – COMMUNICATION IN THE ORGANISATION

Traditionally, organisational communication dealt with communication as it exists

within and between formal, hierarchical, public and private organisation. (Baker G. A.,
2013)

2.1 Differences between Formal and Informal networks

2.1.1. Formal Networks

Formal networks of communication are prescribed by the organisation, and function

through rules, regulations and procedure; 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) (Barker,
2013, p. 77). Formal networks are purely task oriented and used for information
dissemination through the chain, Y- and wheel networks).

4
 2.1.2. Informal networks

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. (Barker, 2013, p. 77).
Informal networks are less task oriented and have a more social nature as with circle
and all – channel networks. (Baker G. A., 2013, p. 82)

2.2 The formal and informal channels of communication within Pekwa Infrasolut
Projects

According to (Neher, 1997), networks in an organisation are defined as the stable

patterns of relationships that allow communication to flow through a number of contacts
that connect different points together.

PIP’s embraces both the formal and informal approach to channels of communication
based on the type of project they will be undertaking at any given time.

The chain network formal approach is usually adopted when PIP is working on a
smaller and less complex project. PIP then uses the all-channel network form of
informal channel of communication on more complex and larger projects.

These communication channels are tailor made to suit the level of complexity of their
projects.

The formal chain approach is adopted on the less complex and smaller projects as it
makes communication easier and formed around one of the directors as the nature of
the project will not require the participation of both directors. The one director then
becomes the focal point who acts as the fifth person who sends formulated answers
back to the relay persons (team). This network channel of communication follows the
organisational hierarchy and chain of command. All the consultants (subordinates)
receive instructions from one of the directors.

The informal all-channel approach of communication is used on large and more

complex infrastructure projects. Every member has an equal opportunity to

5
 communicate with other members of the team as information is easily disseminated
and each member is a decision-making centre on their own right. (Baker G. A., 2013).

The informal all-channel approach to communication is adopted by PIP for large and
complex projects. PIP has reasoned that the nature of these projects is such that they
require all the professional disciplines under their service offering which is engineering,
quantity surveying and project management, so it makes more sense to have a more
open and employee problem solving approach. These projects require that the
consultants all work together to provide inclusive and total solutions to infrastructure
issues.

The above two discussed channels are appropriate for PIP as they have clearly defined
their approach to larger and more complex projects and the difference encountered on
the smaller and less complex infrastructure.

2.3 The flow of communication within organisations in general

Upward networks

Upward communication is the process by which lower-level company employees can

directly communicate with upper management to provide feedback, complaints or
suggestions regarding the day-to-day operations of the company (Team, 2021). These
networks are used to enable feedback for upper management regarding policies and
practices. This allows for wider participation in decision making and also provides an
outlet for member’s concerns, uncertainties or complaints with examples that include
memoranda, verbal or written reports, proposals and meetings. (Barker, 2013, p. 77).
In addition to increasing mutual trust amongst the upper and lower management and
employees, upward networks also make the employees feel valued and they create an
inclusive environment within an organization.

Downwards networks

Downward communication is the procedure in which information or chain of command

circulates from an organization’s upper level hierarchy to the lower level. It occurs
when information and messages flow down by using the formal chain of command or
hierarchical structure of an organization. (Bhasin, 2021)

These networks are used by managers to communicate with the employees that report
to them. Messages include instructions and training, information giving (that is,

6
 company policy, trends and planning), providing rationale for directions and policies,
and evaluating. (Barker, 2013, p. 77)

Horizontal networks

Horizontal communication is the practice of sharing information amongst employees

from different departments in the organisation but at the same level of hierarchy. This
mode of organisational communication is also referred to as lateral communication
because the flow of information laterally flows across the departmental barriers.
(Romford, 2021). It can also be referred to as a conversation taking place among the
same level group of people for example, communication among different managers of
different departments. 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, information sharing and conflict resolution. (Barker,
2013, p. 77)

2.4 The flow of communication at Pekwa Infrasolut Projects

The flow of communication at PIP is based more on the horizontal model. The nature
of construction projects and built environment requires a lot of focus on problem
solving, coordination of work flow, task coordination and information sharing.
According to the directors, they believe a collaborative approach assists in creating the
tightly knit small but very skilful team that they have. Four of the staff are yet to get
their professional registration and as such a horizontal approach assist in empowering
the candidates and helps develop them quicker, grasping concepts much clearer and
hence giving them the best preparation for the Assessment of Professional
Competence for them to qualify as registered professionals. The goal of this practice
is to promote coordination and cooperation among employees with a similar rank,
position, or status in the company. With this method, organizations aim to improve
skills like problem-solving and teamwork by streamlining the flow of information among
people at equal hierarchical levels. (Romford, 2021). PIP’s horizontal flow of
communication is as illustrated below in Fig 1. As can be deduced from the diagram it
also embraces the circle network pattern of communication. PIP have adopted their
project approach to suit their own internal flow of communication.

7
 Project
Manager (
Director)

Quantity
Structural
Surveyor (
Engineer
Director)

Civil Mechanical
Engineer Engineer

Figure 1: PIP Horizontal Flow of Communication

3. QUESTION 3 – THEORETICAL APPROACHES TO ORGANISATIONAL

MANAGEMENT

3.1 The three management approaches that are often identified in organisations.

3.1.1 The classical management approach

Classical management theory is based on the premise that workers only have physical
and economic needs; and unlike more modern workplace management theories, it
does not take into account social needs or job satisfaction. (Villanovau, 2022)
However, the classical management theory champions a specialization of labour,
centralized leadership and decision-making, and profit maximization. This approach
was designed solely to streamline operations, increase productivity and enhance the
bottom line, this management theory arose in the late 19th century and gained
prominence through the first half of the 20th century (Villanovau, 2022). 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. (Baker G. A., 2013, p. 126)

8
3.1.1.1 The principles of the classical management approach

The classical management approach is underpinned by the following three branches;

 Scientific Management,
 Administrative Management and
 Bureaucratic Management (Sofi, 2013)

 The scientific management approach developed by Taylor is based on the

concept of planning of work to achieve efficiency, standardization, specialization
and simplification. (Ferdous, 2016)
 The administrative management as illustrated by the elements of the
administrative structure by Fayol relate to the accomplishment of tasks, and include
principles of management, the concept of line and staff, committees and function
of management. (Irefin, 2012)
 The bureaucratic management theory, introduced by Max Weber stated that to
manage an organization efficiently, it is essential to have a clear line of authority
along with proper rules, procedures and regulations for controlling each business
operation. (Anjali., 2018)
 The classical organizational theory views an organization as a machine and
employees as the various parts of that machine. The classical approach to
management focuses on centralized authority, labour specialization and incentives
to optimize productivity in an organization and, in turn, drive profits. Workplaces
are segregated into three levels of authority: business leaders or top-level
management, middle management and supervisors. Work is divided among
individual workers who specialize in their own distinctive fields. (Harappa, 2021)
 The classical theory prioritizes employees’ physical and economical requirements
over job satisfaction and social needs.
 It advocates financial rewards, wage hikes and incentives to encourage employees
to be more productive.
 When employees work hard and function to their full potential, organizational
efficiency increases. (Harappa, 2021)
 Management focuses on production outputs rather than human relations, and as
such perceived to be materialistic.
 Management applies cost control and regulations which act as a means to inhibit
innovativeness and creativity among employees. (Baker G. A., 2013, p. 126)

9
3.1.1.2 The nature of communication in the classical management approach

In this approach communication is continuously controlled, regulated and formal

despite the fact that human relation research which claims that this type of
communication is ineffective. Recent studies have shown that employees feel
uncomfortable with the classical model because it tends to breed mediocrity and low
morale among employee. (Neher, 1997)

 Communication flows downwards through the formal, basic media of

communication, such as oral and or written and visual communication.
 There is limited feedback given to any inquiries and even this feedback moves
through various organisational levels from the sender to the receiver (Baker G. A.,
2013, pp. 128-129)

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. (Baker G. A., 2013, p. 129)

3.1.2 The humanistic management approach

Humanistic management is a people-oriented management that seeks profits and

benefits for human ends; and it contrasts with other types of management that are
essentially oriented toward profits, with people seen as mere resources to serve this
goal (Mele, 2016). Furthermore, (Swart, 1973) used the term “humanistic
management” to refer to a set of innovative proposals made at the time to overcome
the monotonous repetition of tasks established by scientific management to improve
productivity, but with no thought given to worker motivation. He affirmed: “Humanistic
management, often called job enrichment, is a new way to cope with old problems –
motivation, work satisfaction, morale, and productivity.

3.1.2.1 The principles of the humanistic management approach

 This approach explores the impact of the environment on the organisation, as well
as how it affects the internal functioning of the organisation.
 Employees share a common rhetorical culture, such as corporative vision, mission,
goals and identification, as well as prescribed ways of arguing, evaluating,
problem- solving and decision making. (Baker G. A., 2013)

10
  Management is replaced by leadership which is based on humanistic and
knowledge – enabling approach. These approaches imply that the organisation is
an open system that involves itself in environmental scanning with the purpose of
implementing proactive changes or adaption. (Baker G. A., 2013, pp. 130-131)
 An important part of the humanistic management approach is the systems theory,
which facilitates the view of an organisation for the purpose of understanding
communication as a social system. This theory views organisations as consisting
of components or parts that interact with one another.

3.1.2.2 The nature of communication in the humanistic management approach

(Miller, 2003) maintains that people engage in communication with others in hope that
the outcomes might lead to mutual trust. Only through reciprocal (two way) sharing can
people learn about themselves and others. In communication practice, sharing occurs
only when people develop trust in each other.

The humanistic management approach lends credence to the idea that trust and
openness lead to better communication between two or more people when applied.
This approach focuses on organisational development through the establishment of
effective group communication and participation. (Baker G. A., 2013, p. 135).
Proponents of the humanistic management approach contend that a crucial link exist
between communication and employee participation and satisfaction, so that the
organisational communication reflects the goals of management and the process of
change, innovation and growth. (Baker G. A., 2013)

3.1.3 The knowledge management approach

Knowledge management encompasses the creation of processes and behaviours that

allow people to transform information within the organization and create and share
knowledge. Thus, knowledge management must encompass people, process,
technology and culture. (Silvia Massa, 2009)

Although the humanistic management and knowledge management approaches are

founded on similar principles, there are various distinctions that need to be highlighted.
The knowledge management approach seeks, in addition, to create and maintain
value, meaning and spiritual welfare in the organisation. The knowledge management
approach aspires to maximise both organisational productivity and individual need

11
 satisfaction by emphasising the contributions that employee ideas and experience can
make to effective organisation. (Baker G. A., 2013, p. 137)

3.1.3.1 The principles of the knowledge management approach

 There is a strong focus on creating greater value for both the organisation and its
members.
 It values individual competencies, internal organisation activities (organisational
culture and communication networks) and external organisational activities
(creating and delivering innovative products or services; managing and enhancing
relationships with existing and new customers, partners, and suppliers through
open communication) (Barker, 2013)
 The organisation that adopts this approach is typically change, seeking, and values
change as much as it fears failure to change. (Baker G. A., 2013, p. 138)
 It recognises the importance of innovative and value – based social participation
that provides the potential for both employee and organisational development.
(Baker G. A., 2013, p. 139)

3.1.3.2 The nature of communication in the knowledge management approach

The knowledge management approach is similar the humanistic management

approach in that it is also associated with support for employee needs and motivations,
participation, open communication and flat, organic managerial practices. Based on,
leadership is encouraged as this is based on both humanistic and knowledge-enabling
approaches. (Baker G. A., 2013, p. 140).

If the people involved are only concerned with their own views, perceptions and
opinion, they will not be any communication. It is only when one attempts to
empathetically see the other person’s point of view that successful communication and
negotiation become possible. (Baker G. A., 2013, p. 141). Hence (Barker, 2013)
emphasises that constant, mutual flow of information between the sender and the
receiver is a basic necessity

12
3.2 The management approach evident in Pekwa Infrasolut Projects

The knowledge management approach is prevalently used at Pekwa Infrasolut

Projects, as the industry they occupy is very much knowledge and information based.

My observations of PIP revealed that there is a large emphasis on viewing employees

as assets that have valuable skills and experience. One can observe the general
closeness of the team, the air of trust and always sharing information. There is also a
“Lessons Learnt” board in their office where the different members of the team record
the different lessons learnt from their different projects. PIP also shares a platform
electronically where lessons learnt are recorded and also new industry trends are
noted. Everyone has access to it and any member can edit it. It can be concluded that
this has also helped to give PIP a cutting edge when it comes to bidding for jobs and
getting them ahead of more established practices.

The staff of PIP are also diverse not only in their individual qualifications but also, they
have people of different ethnic backgrounds and likewise religious beliefs. It was
interesting noting the robust debates around the table at their weekly Management
meetings. Every view is considered on its merit and also backed up by further research
and peer review. PIP’s horizontal hierarchy would seem to have contributed a lot to
these interactions as they are no fears or attitudes towards the directors but members
are free to discuss and challenge each other freely.

Knowledge is freely shared and there is a concerted and visible drive towards infusing
individual and corporate knowledge into the organisation to enable shared
understanding between management and employees. PIP also send individual
members to industry related short courses/talks and workshops, the outcomes of which
are freely shared and discussed at meetings by the whole team before being uploaded
to the Knowledge Sharing platform on their intranet.

The observations and the ease with which knowledge management is applied by PIP
could also be because they are still small in size and it remains to be seen if they can
maintain the same level of transparency and energy when they expand as a practice.
It would also be interesting to revisit them when they are a big organisation with
perhaps additional leaders and observe if the principles and direction would still be the
same.

13
3.3 The communication approach that is evident in PIP.

The communication approach that is evident at PIP with regards to the knowledge
management approach is the horizontal model adopting the all-channel network
communication approach.

As previously discussed, the flow of communication at PIP is based on the horizontal

model. The nature of construction projects and built environment requires a lot of focus
on problem solving, coordination of work flow, task coordination and information
sharing. The directors believe that a collaborative approach assists in creating the
tightly knit small but very skilful team that they have assembled. To facilitate and get
the best out of knowledge management, there should not be a communication
restriction on any member of the team and therefore each member of the team can
directly communicate information to all others. (Baker G. A., 2013)

In my opinion, it would seem that knowledge management would thrive in this sphere
of communication. According to (Gore, 1999) organisational knowledge is equally
associated with actions and is also created within the organisation by means of
information and social interaction. The free communication environment at PIP would
definitely suit this approach best as they are constantly updating information and trends
in their industry both informally and formally, empowering each other with knowledge
for the benefit of the company as a whole. As (Baker G. A., 2013) states, the knowledge
management approach aspires to maximise both organisational productivity and
individual need satisfaction by emphasising the contributions that employee ideas and
experience can make to effective organisational functioning.

The all channel network approach maximises opportunities for feedback and results in
greater accuracy of messages. (Baker G. A., 2013). This , in my opinion would be most
ideal for PIP as the appear to thrive on knowledge management and the ease with
which they can interact informally having no restrictions to communication.

14
 4. QUESTION 4 – ORGANISATIONAL CULTURE

4.1 The difference between culture and climate

4.1.1 Define Organisational culture and climate

Organisational culture is a set of values, beliefs, behaviours, customs and attitudes

that govern how people behave within organisations. The culture of an organisation
provides boundaries and guidelines that help the employees of the organisation to
know the correct way of performing their jobs. (DifferenceBetween, 2014), whereas
organisational climate is a set of organisational attributes which have endured and
persisted over time in spite of changes in individual member’s attitudes. It therefore
refers to a feeling people have about the atmosphere of the organisation that either
encourages or discourages communication. (Baker G. A., 2013, p. 88)

4.1.2 Differentiate between organisational culture and climate:

Culture

 Requires qualitative research methods

 Concerned with the evolution of social systems over time
 Concerned with the nature of expectations (Barker, 2013, p. 89)

Climate

 Requires quantitative research methods

 Less concerned with evolution; more concerned with the impact organisational
systems have on groups and individuals.
 Concerned with whether or not these expectations are met. (Barker, 2013, p. 89)

4.2 Five elements that exhibit organisational culture.

4.2.1 Artefacts

The most observable expressions of culture (Champoux,2000), artefacts are unique

characteristics of culture that refer to the total physical and socially created
environment of an organisation. Artefacts include objects and tangible arrangements,
patterns of behaviour and abstract linguistic expressions that are evident in the
organisation.

 Material objects: Annual reports, products, brochures, and so on.

15
  Language: For example, jokes, anecdotes, stories, metaphors and jargon.

4.2.2 Language

Westbrook, states that the language of an organisation communicates its culture. It is

a unifying and sustaining force. It tends to perpetuate the existing culture. Language
is a core aspect of organisational culture and includes the symbols, humour,
metaphors, slogans gestures, jargon or specialised vocabulary used by members of
the organisation. (Barker, 2013, p. 92)

Language is presented in the following forms:

 Jokes: culture – bound forms of language use.

 Metaphors: Words or phrases applied to an object or action that do not
literally convey a complex idea or image in a short format.
 Narration: includes stories, sagas, myths and legends. (Barker, 2013, p.
92)

4.2.3 Behavioural concepts

Behaviour designate the systematic standard activities that enable the organisation to
reach its goals (Trice & Beyer,1993). Norms are the rules for behaviour that guide
members in terms of which behaviour is appropriate in specific situations, and these
norms result from two – way communication. (Barker, 2013, p. 92)

Behavioural concept includes:

 Rites: convey cultural messages to members through planned events that

celebrates the basic values and behaviours of culture.
 Taboos: refer to activities, objects or people that are habitually avoided for
seemingly superstitious reasons. (Barker, 2013, pp. 92-93)

4.2.4. Heroes

Heroes are symbolic models of valued attitudes and behaviour. According to Deal and
Kennedy (1982), heroes (such as the founder of an organisation) fulfil the following
vital functions in organisations. They

 make success seem within reach of all members of the organisation

 act as role models who encourages high standards performance
 symbolise the organisation to external stakeholders. (Barker, 2013, p. 93)

16
4.2.5 Psychological phenomena

The following elements constitute psychological phenomena:

 Beliefs: refer to what people think – they are not necessary true.
 Attitudes refer to evaluations or learned predisposition for responses
(favourable or unfavourable), that are based on feelings. (Barker, 2013, p.
93)

5. QUESTION 5- THEORY AND PRACTICE OF ASSESING ORGANISATIONAL

CULTURE

As discussed previously, PIP members work as a team organisationally and they have
adopted the horizontal communication model. Their members coordinate their tasks,
work together, and resolve conflicts as a team. The horizontal communication also
occurs formally in meetings, at presentations, and also through formal electronic
communication. Communication is also informal through office casual exchanges.

PIP seem to have an internal communication problem which has manifested itself as
territoriality. Territoriality occurs when members of an organization regard other
people's involvement in their area as inappropriate or unwelcome (Davis, 1969). This
became evident in their weekly technical meeting, which was very different from the
management meeting which had revealed a well-oiled machine that freely shares
information across the team.

5.1 Compiling a research proposal on developing the aspects of the

organisation further

5.1.2 Step 1: Identifying and formulating the problem

Identified question: Would the employment of engineers only at PIP reduce the level
of territoriality?

Problem statement: To determine if the employment of engineers only at PIP would

increase the level of cooperation and communication amongst the team and therefore
eradicate territoriality?

5.1.3 Step 2: Reviewing the literature

According to (Davis, 1969) there is bound to be clashes and challenges in an

organisation as long as there are differences in style, personality, or roles among co-

17
 workers. Horizontal communication problems can occur because of territoriality,
rivalry, specialization, and simple lack of motivation. Territoriality occurs when
members of an organization regard other people's involvement in their area as
inappropriate or unwelcome. (Davis, 1969)

Territorial feelings and behaviours are important, pervasive, and yet largely overlooked
aspects of organizational life. Organizational members can and do become territorial
over physical spaces, ideas, roles, relationships, and other potential possessions in
organization. (Graham Brown, 2005)

Lateral communications between workers in different functional areas is also becoming

a bigger concern as greater attention is being directed at increasing the speed of
production through simultaneous, as opposed to sequential, work processes. (Baker
K. A., 2002)

Furthermore, (Erkic, 2022) states that a territoriality mentality can severely damage
lateral communication at the workplace. When teams operate in silos, it can be quite
challenging to shift to more open, and collaborative lateral communication. Apart from
damaging cross-team communication and collaboration, the territoriality mindset
further limits the employee’s overall motivation to get involved in any conversations
outside their immediate areas.

5.1.4 Step 3: Formulating hypotheses or research questions

To determine whether the employment of engineers only at PIP would make it easy for
the team to be cooperative with each other and do away with territoriality within the
organisation.

5.1.5 Step 4: Selecting or developing the research design

A qualitative research design would suit the intention of examining the properties,
values, needs or characteristics that distinguish individuals, groups, communities,
organisations, events, settings or message. (Du Plooy, 2001). The required results
will be generated from the following methodologies;

 Focus groups
 Interviews
 Case Studies
 Field observation
 Participant observation and ethnography
 Self-recorded diaries

18
 The methodology to be adapted for a research on the issue in this organisation would
be field observation coupled with interviewing.

QUESTION 6 – DIARY ENTRY – Please refer to Addendum B as per instructions

19
 REFERENCES

Anjali., J. (2018, May 28). https://theinvestorsbook.com/max-webers-bureaucracy-theory.html#.

Retrieved from https://theinvestorsbook.com/: https://theinvestorsbook.com/max-webers-
bureaucracy-theory.html#

Baker, G. A. (2013). Organisational communication. In G. A. Baker, Intergrated Organisational

Communication (p. 16). South Africa: Juta and Company Ltd, 2013.

Baker, K. A. (2002, August 6). Organizational Communication. Retrieved from

http://citeseerx.ist.psu.edu/:
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.448.8283&rep=rep1&type=pdf

Barker, G. A. (2013). Dynamics of organisational communication. In G. A. Barker, & G. A. Barker (Ed.),

Integrated Organised Communication (p. 98). Clameront.

Bhasin, H. (2021, October 18). https://www.marketing91.com/downward-communication. Retrieved

from https://www.marketing91.com: https://www.marketing91.com/downward-
communication

Davis, K. (1969). Grapevine Communication Among Lower and Middle Managers. Personnal Journal,
272.

DifferenceBetween. (2014, October 3). https://www.differencebetween.com/difference-between-

organizational-culture-and-vs-climate/. Retrieved from
https://www.differencebetween.com: https://www.differencebetween.com/difference-
between-organizational-culture-and-vs-climate/

Du Plooy, G. (2001). Communication Research:Techniques, Method and Application. Cape Town:

Juta.

Erkic, A. (2022, May 18). https://pumble.com/blog/lateral-communication/#A_territoriality_mindset.

Retrieved from https://pumble.com: https://pumble.com/blog/lateral-
communication/#A_territoriality_mindset

Ferdous, J. (2016). ORGANIZATION THEORIES: FROM CLASSICAL PERSPECTIVE. International Journal

of Business, Economics and Law Vol. 9, Issue 2 (Apr.), 6.

Gore, C. &. (1999). Knowledge Management : The way forward. Total Quality Management ,S554.

Graham Brown, T. B. (2005). Territoriality in Organisations. Academy of Management Review

Volume 30 No.3.

Harappa. (2021, September 22). https://harappa.education/harappa-diaries/classical-theory-of-

management/. Retrieved from https://harappa.education/harappa-diaries:
https://harappa.education/harappa-diaries/classical-theory-of-management/

Irefin, M. P. (2012). Organizational Theories and Analysis: A Feminist Perspective. . International

Journal of Advancements in Research & Technology, 1(1), 71-97.

Mele, D. (2016). Understanding Humanistic Management . Humanistic Management Journal Vol 1,

33-55.

20
Miller, K. (2003). Organisational Communication: Approaches and Processes. Melbourne: Thomson
Wadsworth.

Neher, W. (1997). Organisational Communications: Challenges of Change, Diversity and Continuity.

Boston: Allyn and Bacon.

Romford, J. (2021, June 15). https://agilityportal.io/blog/what-is-horizontal-communication-a-

complete-guide. Retrieved from https://agilityportal.io: https://agilityportal.io/blog/what-is-
horizontal-communication-a-complete-guide

Silvia Massa, S. T. (2009). A knowledge management approach to organizational competitive

advantage: Evidence from the Food Sector. European Management Journal Volume 27, 129-
141.

Sofi, S. (2013). The Changing Concept of Management. National Monthly Refereed Journal of
Research in Commerce &, 157-164.

Swart, J. (1973). The worth of humanistic management: some contemporary examples. . Business
Horizons 16(3), 41-50.

Team, I. E. (2021, June 9). https://www.indeed.com/career-advice/career-development/upwards-

communication#. Retrieved from https://www.indeed.com/:
https://www.indeed.com/career-advice/career-development/upwards-communication#

Villanovau. (2022, May 5). https://www.villanovau.com/resources/leadership/classical-

management-theory/. Retrieved from
https://www.villanovau.com/resources/leadership/classical-management-theory/:
https://www.villanovau.com/resources/leadership/classical-management-theory/

21
ADDENDUM A – PERMISSION LETTER

22
To Whom It May Concern
31 May 2022

Re: Permission for Raesibe Peggy Ngoasheng to observe the office operations of Pekwa
Infrasolut Projects for a period of five working days

Dear Ms Ngoasheng

We would like to inform you that we have accepted your request to come and observe our business
and organisational culture in partial fulfilment of your academic endeavours. We would however, like to
extend your visit from one day to five working days as we realise that we are currently going through a
busy period and our team is in and out of the office most of the time, on construction sites. We feel that
a period of five working days would perhaps be more suitable for the nature of your observation and
enable you to get a better understanding of our organisational culture. You will also get to experience
our technical and managerial meetings which are held on different days. We are therefore proposing
your visit to be from 6th June 2022 to 10th June 2022.

Please feel free to contact us should you need any further clarification or assistance. We look forward
to hosting you and assisting you to the very best of our capabilities in your academic pursuits.

Yours Sincerely

Valentine Chadyiwa

Pr.CPM, MRICS, BSc (QS), MBA

Managing Director

For and on behalf of Pekwa Infrasolut Projects

072 329 8768 / 064 682 3544 || info@pekwa.co.za || www.pekwa.co.za

2 7 8 t h Av e n u e , A l e x a n d r a , J o h a n n e s b u r g , 2 0 9 0

23
ADDENDUM B – DIARY ENTRY

24
 6. QUESTION 6 – DIARY ENTRY

6.1 Communication Challenges being faced at Pekwa Infrasolut Projects

• there is a lack of uniform knowledge or vocabulary within or between the

engineers and the other consultants such that even the information posted on
the intranet appears foreign to other consultants

• team members now seem to be unwilling to expend the additional effort needed
to reach out beyond their engineering team

• the engineers are starting to working in silos as they even have their own
section in the offices which is separated from the other consultants

6.2 Recommendations on how Pekwa Infrasolut Projects can improve their

communication process

• the directors at the next level up need to emphatically communicate downwards

to reinforce the company’s values of cooperation and teamwork

• the directors need to urgently consider how office redesign can have an impact
on collaboration and mix the engineers with the other consultants instead of
them having their own section

• the company should host team lunches and other team building exercises such
as camping, host get togethers such as picnics and lunches, to foster team
unity.

25