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2|Page
TABLE OF CONTENTS PAGE

DECLARATION 2

1 INTRODUCTION 4

2 HUMANISTIC AND KNOWLEDGE MANAGEMENT APPROACHES 5

2.1 Management characteristics 5

2.2 Nature of communication 8

2.3 Advantages for communication integration 11

2.4 Disadvantages for communication integration 13

3 COMMUNICATION INTEGRATION (IC) 14

3.1 Definition of communication integration (a) 14

3.2 Integrated communication implementation model (b) 15

3.3 Difference between IMC and IC (c) 18

4 CONCLUSION 7 21

SOURCES CONSULTED Well-planned structure 22

3|Page
1 INTRODUCTION

This assignment aimed on equipping the student about the study of managerial and
integrated communication approaches to advance communication integration.
Communication integration refers to the process whereby organisation uses
communication to provide services to the public members. Communication integration
allows the users to use two or more of the communication channels to spread the
message about their products and services. When communication is integrated, it is
coordinated and mixed, combined or used as one to provide more advanced
communication or message to the larger group. Communication integrations assist
organisation to plan and execute message to the larger group. Communication had
taken place through traditional method such as television, radio, and direct mail with
limited or absence of interaction at all. In this point, larger groups were not given
opportunity to give feedback and comment on the products. Recently when online
media was introduced with advanced use of technology where two ways
communication was prioritised. During online media communication where internet
and social media are used, communication takes place where there is a maximum
participation of the larger groups or public members. Technology has positively
affected how business is conducted within an organisational setting. It is very
important for the organisation to adopt best possible organisational and managerial
approaches that best suit the functioning of the organisation as this might either
8
advance or hinder communication integration in the organisation. In this assignment,
the student will focus on two managerial approaches, namely human relations
(humanistic) approach and the knowledge management approach. Furthermore, the
student will discuss integrated marketing communication and integrated
communication to show their differences in the organisational goals. Until recently,
communication integration (or integrated communication) was treated by
communication scholars primarily from a functionalist worldview, namely a
coordinated approach to problem-solving in organisations. This view, inter alia, entails
a focus on coordinated strategic message planning. However, this view of
communication integration is increasingly extended to include other postmodern world
views that do not necessarily consider problem-solving in the organisation in a
structured way. For example, several integrated communication implementation

4|Page
models put forward different theoretical approaches, as can be seen in these models’
implementation phases. Also, managerial approaches and the view of communication
in the organisation could either advance or hinder communication integration. For this
assignment we focus on two managerial approaches, namely the humanistic and the
knowledge management approaches, both of which must be considered from the
viewpoint of communication integration. In addition, because integrated marketing
communication (IMC) developed in an organic manner from integrated communication
(IC), there is still much confusion between the concepts. However, these concepts are
not the same: IMC and IC have different foci and goals in an organisation (Christensen,
9
Firat, & Tropp 2009).
Your introduction is too long; structure in
paragraphs and shorten to reveal an overview.

2 HUMANISTIC AND KNOWLEDGE MANAGEMENT APPROACHES 10

Remember you need to first explain the overall purpose of each theory (approach)

2.1 Management characteristics

For one to fully grasp and understand the similarities and differences between the
chosen managerial approaches, different managerial approaches must be studied.
Management sets a foundation in the organisational setting and the organisation
cannot function without management. Human relations and knowledge management
are two approaches in management of the organisation that the organisation cannot
be studied without. Organisations have choices to make when it comes to
management approaches. They choose which management approaches to stick and
follow when conducting their work in organisations. Human relations approach
stresses that employees are considered the most important part of the organisation
and must be well-taken care of in order to produce good results. Employees are human
11
being with emotions and feeling to be looked after. When employees are
psychologically well care for, they can perform better and do a lot. Human relation
approach emphasises the need to have a meaningful relationship with employees.
This approach focuses more on the employees than what the company or organisation
can benefit from the employees as well as what the employees can benefit from the
organisation. This looks after the employees’ well-being and make sure that the

5|Page
employees are well. Employees want to know and feel belonging within the
organisation. The organisation must be a place of safety where the employees feel
welcome and able to express themselves. When the employees are given an
opportunity to express themselves fully without judgement and biased, they can take
pride in what they are doing. Employees need to know that they are important for the
organisation; they are recognised with the work that they are performing and hear that
their hard work is appreciated. The research brought together the essential
12
relationships between performance and social factors. For the first time, it was
recognized that output was largely based on employee satisfaction in work situations.
Management characteristics in human relations approach include the fact that
management must acknowledge the existence and presence of the employees.
Management must make sure that employees work according to the organisation and
are working towards reaching organisational goal. Management must make sure that
employees understand vision and mission of the organisation. Management must
oversee the work of employees in the organisation and understand employees’
feelings, emotions, and behaviours. Management must respect employees,
acknowledge their relations, and understand that everyone is unique and come from
a different background. When management and employees have a good relationship
and understanding, they can perform better. Management must motivate and
encourage employees on their everyday tasks. Management must be 13
the people who
understand and treat people well. In addition, Mayo was edited by Sharma, who said
that the organizations efficiency depends on the worth of associations between
persons working in the organization. The organisation’s purposes are completed by
and with the people. The secret to higher productivity was social psychological
variables such as feelings of being significant, acknowledgement, engagement, an
informal work group, non-directive supervision. Human relationships are concerned
with creating a reciprocal partnership between organizations and their members, as
14
well as understanding how they feel and what they want. The human partnership aims
to shape and present the staff's needs and take care of them. Ramirez claims that the
interest in interpersonal relationships aims to fulfil the individual needs of the worker.
Employees or team members are individuals who are considered human beings who
deserve equal treatment. In order to achieve better results, workers must be well cared
for. Their expectations must be controlled and fulfilled, and their responsibilities and
what they get from the company must be fulfilled. Their quality of life-beings is very
6|Page
critical as this could have a constructive or destructive effect on the organization's
output and growth, depending on whether their concerns are being taken care of or
not. Employees need to feel valuable and be respected as an integral part of the
company, and this is what encourages them a great deal. They want to be able to
socialize without fear and, despite being afraid, have an open relationship with their
employers. They deserve to be noticed and made aware of what they are doing.
Employees are part of the organization, without which the organization does not run
as well. They are a helpful part of the business. They are likely to do well because they
realize that managers are in their favour and consider them. Management should be
transparent enough that workers should address problems, priorities, and tasks as
well as encourage them to bring effort and feedback where it is required. Management
helps staff to be part of the decision-making process and come up with their views
about how decisions should be made. With the daily obligations of workers,
management believes in workers making right choices and decisions without being
supervised and still waiting for management to come up with decision-making ideas.
This gives them assurance and satisfaction by encouraging workers to take part in
decision making that affects them. They feel accepted and a feeling of belonging to
the organisation. They are likely to perform very well, achieve good results, provide
one justification for working hard and prioritize their activities when workers are happy
and considered. Management has fewer jobs while workers are involved, since certain
duties are delegated to their staff. It is simple for them to complete their daily tasks,
15

understanding that they can trust individuals in their teams to do a job well done. Elton
Mayo studied the theory or approach to human relationships in 1920. He stresses that
the human relations strategy is an examined assumption that individuals want to be
part of a supportive team that encourages creativity. Therefore, if workers are given
serious devotion and stimulated to partake, they see their careers as significant and
are empowered to perform high-quality work more efficiently. The approach to human
relationships has modified the way in which persons are used or used as workable
computers (Peek 2020). In addition, Peek (2020) stresses that managers need to
develop skills such as accessible communication with workers, capacity for dispute
resolution, multitasking, negotiation, and organization. The approach to knowledge
management emphasizes that in order to execute activities, awareness is key to the
organization within the members. In order to work according to the organization's
needs, it is very necessary that workers learn the right and relevant information.
7|Page
 16
Main theory for this section expected was:
Humanistic management: Seen as an approach that sees the organisation as an open
system, conduct environmental scanning to be able to adjust to change, adapt. Outside-in
approach to assessment, employees seen with valued attributes, share in culture vision,
mission, goals. Decision-making
Employees have their at own
all levels (participatory).
understanding that they understand and understate. Some
Knowledge Management: Managers develop the capacity to share knowledge and promote
a dynamic of the knowledge
communication is acquired
culture. through training
This knowledge can existand research,
internally while
as well some knowledge is
as externally.
Managers acquired
create value for the
through organisation
contact and members,
with others, especiallyvalue
theirindividual competencies
leadership, who motivates and
and change. It is important to establish an environment for creating, organising and
managing provides them with
communication, tasks
as well as to perform
creating andand guides them
maintaining new on how to perform
knowledge. Managers tasks. They
identify knowledge needs and intended audiences, implement knowledge deliverables, use a
acquire information from certain tasks when workers are recruited and given tasks to
communication strategy and channels to disseminate and use and evaluate success.
perform. UKEssays (2018) states that information management highlights that there
are systematisation plans that are fundamentally user-to-information approaches, in
which data is collected, made autonomous in some way, and then recovered by others
from the person or group that shaped it. Personalization is also simplified by positive
organizational method, building networks and in person relations, due to implied
acknowledgement (Mullins & Christy, 2016). Using technology for entry, knowledge is
all around. Some of the information people have learned by taking those courses and
some knowledge is acquired through contact with other individuals. The approach to
information management emphasizes that people are entitled to know and understand
how things work as a start-up with their own information. Training and seminars are
safer ways to ensure that awareness is provided to individuals and that accurate
information is exchanged with the learning organization. People learn about their lives
on a regular basis and knowledge is forever changing. The organizational culture of 17
learning is assisted by this. Fjelldahl (2016:
The main 9) notes
difference that it the
between is necessary for creative
two approaches when it comes
outcomes to share knowledgeto and,
management characteristics is that with the humanistic
consequently, organizational education, but
management approach, managers want to develop employees so
information appears to be poorly learned
that they canas aflourish
valuable instrument
in the and undervalued
organisation because their social
needs are met. It is a people-oriented management approach.
by business. For someone else Within
to feel doable, certain kinds of knowledge need a high
the knowledge management approach, managers create
degree of physical life. an environment for organising and managing communication as
well as for creating and sharing new knowledge.
Can you think of more characteristics?

2.2 Nature of communication

Communication is important and vital part of the organisation. Nature of

communication in human relations approach takes a vertical and horizontal method of
communication. Communication is a process of sharing ideas, opinions, attitudes,
experiences exchanging words and information with other people. By this,
communication is taking place between management to employees and from
employees to management. Everyone in the organisation is considered an important

8|Page
 18
Main theory for this section expected was:
Humanistic management: allows sharing, two-way communication, this type of communication
can enhance mutual trust and openness (there will also be other arguments kindly give credit).
Knowledge Management: If communication is designed well, employees can put forward ideas
and encourage responses from all team members. The use of technology for communication is
encouraged part ofimportant
and is the organisation and takes
for technology, part
culture in leadership.
and the communication
support forprocess.
employeeCommunication
needs,
participation. Open communication, leadership encouraged. Constant two-way communication
is taking place in a two-way process other than one way process. Employees
and feedback between sender and receiver is a necessity. All types of communication important,
for example,participate
implied, face-to-face, electronic.process
in communication Managers accept
within thethe importance of
organisation. communication assists
Communication
to facilitate knowledge.
personnel in the organisation as well as management to form and have a meaningful
relationship. Communication is what constitutes human relations. People relate
through communication with one another in the organisation. Miller (2001), edited by
Angelopulo and Barker (2013: 134), maintains that in the expectation that the result
will lead to mutual trust, people participate in contact with others. People can learn
about themselves and about others only through mutual sharing. Sharing happens in
message repetition only when people create confidence in each other. The principle
that confidence and transparency lead to improved contact amongst two or more
individuals refers to the approach of human-centred supervision. By developing
successful group communication and engagement, this approach focuses on
organizational growth. With the formal relationship formed by employees in the
organisation, employees can share work related ideas, opinions, and information. With
the informal relationship formed by employees within an organisational setting,
employees can share their personal problems and seek a solution to their personal
problems from their colleagues and management. Communication is only one tool in
the organisation that brings people together and helps them see what they believe in
and how they are related. Communication assists employees to perform tasks.
Through vertical direction or the flow of communication, employees can communicate
with each other on their levels. Communication in vertical direction takes place from
employees to management as well as from management to employees. Management
plan and call for meetings to share information and strategize their work with
employees. They sent emails to the employees and allow feedback or replies from
employees. Employees are also able to send their management emails and request
or communicate what they want to communicate as well as sending emails from one
another as employees. Management engages employees in discussion forums, group
conferences and meetings where information will be shared, and participation will be
done with everyone involved. Communication is taking place from downwards to
upwards and vice versa. It takes place face to face and even in a distance where
communicators are in a different place with the use of technology advancement, such
as the internet and social media, which made it easy and convenient for people to
communicate anytime, anywhere in the world without having to meet face to face in
9|Page
 the office. We cannot ignore the importance role that communication plays in the
organisation. The nature of communication in the knowledge management method is
constructed on the reality that information is communicated, it comes from
communicating with one another, and it involves management ability to update
employees, giving them information and sharing the most important message from the
organisation. Knowledge is gained through interaction with one another, which is what
is happening in the organisation since knowledge is gained through interaction
between employees and management. Management is responsible for knowledge
management and making sure that knowledge is shared with employees of the
organisation and that knowledge shared contribute to the production of the
organisation. Different people raised from different background pose different ideas
and knowledge.

They have specific things that they understand better and know about. When they
meet in the organisation with their careers and understanding of their work, they can
share with one another their knowledge. Management understands much better the
mission and vision as well as goals and objectives of the organisation. It is their duty
to make sure that employees understand and have knowledge on the organisation.
Management is responsible for making sure that knowledge shared contributes to the
production and service delivery in the organisation. This approach claims, according
to Angelopoulo and Barker (2013: 140), that mere adaptations of classical
management methods to changes in the organization are inadequate. It needs a
complete transformation of organizational vision, management strategies, the
engagement of employees and relationships with the macro world. Workers are
regarded as smart, imaginative, inventive, resilient, and agile organizational members
who contribute to their success and survival. Therefore, contact is not only an open
method of communication, but an interaction between people through which a
relationship develops between them as they perceive the circumstance or meaning of
the other person empathetically. It is perceived that all components in the
communication model are combined. Communication is a complex process in which
encoding, sending, decoding, and receiving messages are actively engaged by both
parties. Such modules should not be isolated. 19
The nature of communication within these two approaches are similar but while the
humanistic management approach is concerned with sharing and two-way
communication to foster mutual trust and openness, the knowledge management
10 | P a g e
approach encourages open communication to facilitate and share new knowledge.
Can you think of more aspects related to the nature of communication?
 2.3 Advantages for communication integration

Communication integration refers to the process whereby all channels of

communication are aligned to deliver very same messages that is understandable by
audiences. This is whereby all platforms and channels of communication are
combined to deliver strategic communication. Angelopulo and Barker (2013: 40) note
that communication consolidation is the inter - departmental process of defining and
fostering strategically defined stakeholder relationships by managing or influencing
and participating in intentional interaction with all messages to these groups.
Communication integration has both advantages and disadvantages. The benefits of
communication integration for human relationships in this stage include the formation
and nourishment of purposeful relationships between management and employees.
This means maintaining a meaningful employee relationship and making sure they are
happy. According to Angelopulo and Barker, relationships are formed and nourished
(2013: 49). With this point, the most important thing is not only to make money and
earn profit, but to make sure that employees and customers are satisfied, and they
have a good reason to stay in the organisation. Employees are important people in the
organisation and focus must be made on them in order to feel considered and
welcome. Communication takes place with all people from organisations from top to
down and vice versa. Participation and interactivity mean that communication will take
place from anyone from the organisation and that all people are included and
participate equally in the decision making because they form an important part of the
organisation. Communication integration in human relations builds internal morale
between employees and management. When employees are understood and their
needs are met by the organisation, they are likely to feel comfortable and safe in their
organisation. When they are open and able to communicate with one another, their
relationship is meaningful, and they rely on one another for everything.
20 When they
Main theory have
herea good relationship,
expected was: they can deal with the issues they come across. This results
Humanistic management: Considers interaction important. Focuses on
in good
interrelationship performance,Communication
of subsystems., motivated staff members
is seen and productivity
as important in terms of in
two-the organisation.
way communication,
Angelopulo focused
and on maintaining
Barker (2013:good
49)relations
also state that by steering all marketing
Knowledge management approach: recognises knowledge as justified and the
importancecommunications and
of innovation, true creating
beliefs basedintentional functionality
on experiences, believesbyknowledge
allowing issuggestions and
individual participation
and social and obtained through
of employees experience,
and customers seesideas
for their open,and
participative
input in decision-making
communication as important values. Diversity of beliefs, values and opinions are
beneficial. processes, it is vital to retain strategic continuity. There are advantages of

11 | P a g e
 communication integration in knowledge management approach whereby knowledge
is transmitted from one person to another, especially from well advanced people to the
others such as from management to employees. Communication integration is very
important in knowledge management because it is very significant for management to
comprehend the organisational goals, the mission, vision, and objectives to translate
and educate employees about them. Angelopulo and Barker (2013: 40) note that the
implementation plan takes place at the management level, whereby managers
translate and execute the plan into concrete goals to be aware of and understood by
each department of the organisation. Both organizational divisions must exchange
knowledge that can contribute to a more holistic campaign for communication.
Managers and workers ought to be informed about the correct way to use
communication techniques. Employees must have a clear and full knowledge about
what they are selling to their customers, and they must know how to communicate
organisational message to the larger group. This will only happen if communication
through all channels of the organisation is done in the right manner. If management
communicate and educate employees how to communicate and which channels to
use as well as which message and information to communicate, the organisation will
not have a problem to communicate the big ideas of the organisation to the larger
group. Advantage of communication integration in the knowledge management
approach includes focusing and relying on the employees to deliver the message as
communicated rather that hiring outside people to do the work of the organisation. This
build trust and gives employees reason to remain in the organisation, knowing that
they are growing professionally, and they are learning more than what they expected.
Knowledge management strategy has benefits of information integration, according to
NI Business in the UK, such as enhanced organizational resilience, stronger and faster
decision-making, quicker problem solving, and increased rate of creativity, assisted
growth and development of staff, sharing of specialist skills, improved communication,
and improved business processes. Huettich (2020) states that the method to
knowledge management delivers a diverse benefit in the integration of communication,
whereby data collected aids organizations to accomplish their strategic objectives, the
knowledge management technique used has retained pace with new technologies,
and employees are distributing data the way they are anticipated 21
to share it.
Advantages: Communication integration is enhanced when interaction is a priority
as with the humanistic management approach. Similarly, shared experiences that
accommodate a diversity of beliefs, values and opinions as with the knowledge
management approach, is favourable for communication integration.
Can you think of more advantages for communication integration? 12 | P a g e
2.4 Disadvantages for communication integration

Disadvantages for communication integration for the human relations approach

include the fact that even if people such as employees and management have
something in common which is to reach the goals of the organisation, but human
relations approach concentrate on human beings, their well beings, and their feelings
other than they work related matters for production. Communication integration can
have a misunderstanding for people. Poor communication or communicating
messages through different channels might be totally different and bring different
perceptions to audiences. Employees might have a different understanding of
messages from management which can in turn, negatively affect the goals and
production of the organisation. Vogt notes that lack of cohesion, increased price;
varying goals and confusion are the drawbacks of communication integration.
Furthermore, with the use of human relations approach, there are disadvantages such
as slow production due to lazy or slow employees who do not reach a target as set by
the organisation instead follow their own target that might not be in the best interest of
the organisation but of themselves. While feedback and a two-way communication
mechanism are created and retained, this approach still appears to consider the
aspects of the communication process in isolation rather than considering all the
factors when an issue arises. Responses to these separate aspects frequently
become automatic, meaning that inputs are handled in a structured rather than
creative or adaptive method, meaning that complications are explained in compliance
with regulations and in a straightforward fashion. In other words, these answers do not
shift internally, not even in reaction to other departments' diverse and complex
associations. This method argues that the organization seeks to establish frequent
responses to environmental feedback; this means that it becomes more specialized
and complex. (Arnold & Feldman, 1986: 5; Neher, 1997: 105, 111; Zohar, 1997: 52
edited by Angelopulo and Barker 2013: 147). Knowledge management approach has
disadvantages for communication integration because wrong information shared is
likely to negatively affect organisational production and goals. Disadvantages of
communication incorporation for the approach to knowledge management comprise
of ways to obtain and document corporate knowledge accurately, making it easier to
identify information and resources, encouraging individuals to share, recycle and apply

13 | P a g e
 22
Main theory here expected was:
Humanistic management: missing variables that can influence proper feedback and two-way
channels, responses within this approach to problems can also become routine (more of the
same in the end), concern
knowledge with population
reliably, (all subsystems)
linking knowledge and little consideration
management of individual
with overarching priorities and
subsystems.
business strategy,
Knowledge Management: selecting,
easy to discuss, and applying
not easy knowledge
to practice, use ofmanagement
technology mighttechniques
limit (NI
new ideas asBusiness
well as rigid procedures.
Info from UK). There is also
When still the
wrong belief that knowledge
information is shared,andthis
information
can affect the
can be captured and transmitted and that management in this context implies more control.
production of the organisation. Different channels of communication must
communicate one big idea of the organisation. Communicating messages that are not
the same and does not represent nor aligned with goals of the organisation is a very
bad thing for the reputation and productivity of the organisation. Huettich (2020) states
that the drawbacks of the approach to knowledge management include the difficulty
of interpreting knowledge management for workers, the need for expensive training, 23
Disadvantages: Managers adopting the humanistic management
the incorrect use of knowledge resources that contribute to a complete loss of time
approach might not have proper feedback channels in place or use the
and money, the preventionright channels forefficiency,
of operational enhanced without
integration and also be more
a visualisation concerned
of how the with
the group’s rather than the individual’s needs. The knowledge
data collected can aid in achieving
managementtheapproach
objectives of anoften
is also organization
seen as too controlling because of the
use of technology which may hamper communication integration.
Can you think of more disadvantages for communication integration?

3 COMMUNICATION INTEGRATION (IC)

3.1 Definition of communication integration (a)

Communication integration refers to the process of communication within the

organisation whereby messages or strategic planning use all the channel of
communication to share and communicate one big idea about what the organisation
offers. Communication integration makes sure that message communicated from the
organisation through all channels is the same and does not pose any thread to the
production and growth of the organisation. Using different mass media channels, the
organisation can share information and message to the larger group about what the
organisation is all about. To communicate clearly, reliably and with consistency within
and across official organizational limits, communication integration is the coordination
of all messages of an organization, comprising of those generated by the
organization's processes and actions and its people (Christensen, Morsing &
Cheney,2008 edited by Angelopulo and Barker 2013: 40). Employees in the
organisation must behave and act in accordance with what they give to the customers.
An organisation cannot be promising people false hope. What the promised to deliver

14 | P a g e
must be as it is in order to gain trust and believe from the customers. This is good for
the long-term relationship between organisation and customers. The organisation is
not looking to form a once off relationship instead they are looking into making sure
that customers and stakeholders are able to come back and buy their products and
services. Therefore, communication integration can be characterized as the inter-
departmental process of building and cultivating strategically defined stakeholder
associations by guaranteeing that communications to these audiences are as relevant
and valuable as possible to the business partnership and by participating in resolute
discussion with them (adapted from Duncan, 2002 edited by Angelopulo and Barker
2013: 40). Organisations compete in the market and whether the organisation will gain
itself some customers or not, will depend on their strategies they adopt to deliver as
they promised. Not offering what they promised ruins the reputation of the organisation
and nobody would want to associate him or herself with such organisation.
Communication integration is described by Angelopulo and Barker (2013: 45) as a
thought and organizing process that helps an organization become and remain market
oriented. It ensures that everyone in the company is responsible for business
orientation. It is a realistic way of defining consumer needs, aligning the attempts of
the company to address these needs, and establishing a conversation during the
process with customers and other stakeholders. Integration of contact is not a
workable solution, but it contributes greatly to the preservation of a successful client,
client, and other stakeholder relationships. Furthermore, integration contributes to the
organization of the organizational activities which make such relationships possible. It
is the responsibility of everyone, including employees in the organisation to make sure
that the message shared is appropriate. Everyone in the organisation is responsible
24
for selling and marketing the You
branddidof not
the provide
organisation, thisthree
at least is one methodofthat
definitions communication
integration.
customers can be attracted from.
You did not adopt a definition of communication integration.
You need to provide quotation marks for the definitions of
communication integration.

3.2 Integrated communication implementation model (b)

There are tons of models to be implemented when an organisation adopts

communication integration. In this study, Duncan and Moriarty’s brand equity model is
chosen and will be discussed in detail to show how this model could possibly support

15 | P a g e
 25
here id possible select a
or hinder the placement of communications in an import and
practical export organisation.
organisation like
Fedex, HDL or any other of
Duncan and Moriarty’s brand equity model stresseschoicethe importance
to illustrate of creating a
theory
lasting and purposeful relationship, with stakeholders since the organisation cannot
survive without stakeholders. Duncan and Moriarty (1998) edited by Angelopulo and
Barker (2013: 426) say that relationships typically rely on the social and related areas
of operations and business, and therefore their model is focused on understanding the
role of communication in developing and sustaining productive stakeholder
relationships. This model is applied in both communication integration and integrated
marketing communication, and it focuses more on the understanding of the role played
by communication in the organisation. The organisation must make it a priority to work
through its relationship with stakeholders in order to earn profit. Organisation uses
communication to share information and messages about products and services to
their stakeholders. Everybody in the organisation must take part and all the good and
bad things happening within the organisation will contribute to the end results that are
likely to be negative and positive. Employees are a reliable source of the organisation
to communicate and sell the brand when they communicated in a right way.
Organisation cannot function without giving recognition to employees, customers, and
other stakeholders such as suppliers, distributors and everyone who is affected and
affect the organisational performance, growth, and production in the positive manner.
Organisation must put together ideas, themes, stakeholders, vision, and mission and
make sure that the message is shared on all communication platforms is the same
and communicated in the right manner. Communication has always played a part in
attracting and retaining customers and other stakeholders, but according to Duncan &
Moriarty, 1998 edited by Angelopulo and Barker (2013: 426), as the media and
electronic technology are evolving such as pace, the rewards of learning and
implementing theoretical model and marketing strategies are much greater.
Furthermore, these authors classify ten brand relationship drivers used by
organisations that profit from IMC (Duncan& Moriarty, 1997 edited by Angelopulo and
Barker (2013: 426). These are “relationship management, stakeholder focus, strategic
steadiness, focussed interactivity, task marketing and zero-based forecasting,
26 cross-
Most important models you
functional could have selected
management, here, were:data-driven marketing and working with a
core capabilities,
Niemann’s conceptual South African model for the implementation of strategic integrated
communicationcombined
(2005) agency”. With relationship management and stakeholder focus, the
The evolutionary model of must
organisation integrated
makecommunication (Duncan
sure that it looks after&stakeholders
Caywood 1996))
and show them that they
A Stakeholder relations model for integrated communication (Gronstedt 1996)
mean amodel
Hunter’s five-stage lot toforthe organisation.
integrated They must
communication work on creating a good relationship and
(1997)
Integration through the public relations function (Grunig & Grunig 1998)
The three-dimensional integrated marketing communication model (Gronstedt 2000) 16 | P a g e
Eight-step integrated communication model (Kitchen & Schultz 2000)
value their customers’ contribution rather than looking after their profit and what they
gain from them. They must look after their customers and create a long-term
relationship based on respect, love, trust, and loyalty. They must keep their promise
and make sure that they deliver what they promised. Organisation must look after all
stakeholders including their employees. They must not always look forward to hiring
new people or get themselves new clients rather they must work on keeping current
customers. By that the organisation can be sure that it will grow, develop, and earn
profit. Selling to new customers is more cost-effective than investing in and increasing
existing customers. Understanding the customers and using that data in connection
with them. Quality partnerships with all stakeholders help to prevent the frequent shift
in stakeholder interests by sending contradictory messages to competing stakeholders
or customers (Duncan and Moriarty (1997) edited by Angelopulo and Barker (2013:
426). With strategic steadiness, purposeful interactivity, mission marketing and zero-
based planning, organisation must make sure that there is a meaningful and
purposeful dialogue they engage in with their stakeholders to develop trust. They must
make sure that their stakeholders feel welcome, and they are included. Everyone in
the organisation must communicate the bid idea about the message of the
organisation. They must communicate the message aligned in accordance with the
brand itself. Organisation must allow participation of stakeholders and bale to hear
what their stakeholders are interested in. Participation and interaction are what build
relationship and trust in the organisation. (Duncan and Moriarty (1997) edited by
Angelopulo and Barker (2013: 426) state that organisation must recognize the
dimensions of communication of all brand associates and the origins of those
communications. For both the organization and the target audience, conversation
should be focussed. Interactivity is a form of integration. To constantly remind others
what the company stands for, integrate the goal into all operations. In terms of what
needs to be completed to handle associations better, all communication goals and
methods must be justified. With cross-efficient management, core proficiencies, data-
driven marketing and working with an integrated agency, organisation must make sure
that it is able to share stakeholders’ information. They must create core competencies
by having in line the person who understand the message and have knowledge of all
information about the organisation to be able to work with every stakeholder
peacefully. The person who is responsible for making sure that message is aligned on
all sources, and it is the same message must be appointed for that and have
17 | P a g e
knowledge on that. If there is a need, the organisation must hire someone from outside
who the work for them can do who poses skills and experiences to do so. Organisation
must create a database of all stakeholders so that they can keep reminding them of
their products as well as sharing information of any change that might arise.
Organisation will have to consider valuing and keeping old customers and not always
relying on looking for new customers. Monitor buyers and promoting a database
management system that offers standard user data and organizational memory are
essential for the use of cross-functional processes. An agency whose actions are
explicitly focused on the idea of integrated communication should be elected by an
organisation making use of exterior agencies for communication functions. Cross-
functional management is essential to formulate and monitor strategic steadiness and
misperception communications (Duncan and Moriarty 1997 edited by Angelopulo and
Barker (2013: 427). This model can possibly assist the arrangement of
communications in an import and export organisation because the power and control
does not rest with the organisation but also with the stakeholders. A long-lasting
relationship will have a broad impact on the organisation growth since the organisation
will have a database of customers, it will be easy for them to track their customers and
communicate as well as share information with them about their service and products.

3.3 Difference between IMC and IC (c)

Integrated marketing communication refers to the process of bringing together the

marketing strategy within the organisation in order to market and advertise
organisational products and services. Within this point, the main aspect of the
organisation is marketing. An organisation uses messages to spread information to
markets and advertise their products. This adopts a one-way process of marketing
and allow the use of communication channels such as radio and television. Messages
come from the organisation to the customers. Stakeholders are not given the
opportunity to exchange communication and they have limited participation. The
organisation thinks that stakeholders are only there to buy their products and have
nothing to say. According to Lumen Learning, Integrated marketing communications
is a technique used to brand and organize communication activities by organizations.

18 | P a g e
IMC is defined by the American Association of Advertising Agencies as "a systematic
strategy that examines the strategic functions of a variety of disciplines of
communication and integrates these disciplines to provide transparency, continuity
and maximum impact on communication." Bruhn (2008: 17 edited by Barker 2013: 8)
notes that IMC is" a system of based research, planning, organisation, execution and
supervising towards unity of development from different sources of internal and
external communication to convey a clear perception of the market or the organization
with target groups reference the item of business. Wildrick (2016) states that
Integrated marketing communications is commonly described as the use of "both
modern and conventional marketing techniques to maximize the communication to
stakeholders of a clear message conveying the brand of a business." Agencies need
an integrated strategy to make good on this promise: priorities, stakeholder plans,
calls-to-action, and messages. Integrated strategies and platforms are simply a way
to add life to the plan. Integrated Communication refers to the process of the
organisation whereby there is an exchange of communication between organisation
and stakeholders. In IC, organisation value stakeholder relations and participation and
always include their stakeholders in the decision-making process. Organisations using
integrated communication move from advertising and marketing their products through
media to using different types of communicating their ideas to the larger group. They
can even use public relations to market their products. Organisations prefer working
with stakeholders and making sure that they meet the needs of stakeholders other
than looking for themselves only and enjoying their profits. Stakeholders are placed
on the forefront of the organisation other than the production team or organisation
itself. Organisations value a lot of creating an everlasting relationship as they believe
that stakeholder’s control and drive production. Organisation value their employees
and always motivate their employees to work hard and perform better. They have a
range of their products and services advertised online so that the customers can
choose from. They do not influence their customers on their choice. They only
communicate about their products and services to the customers and let them make
their own choices. Integrated Marketing Communication and Integrated
Communication are two totally different things. While IMC focuses on their customers,
IC focuses on stakeholders. Customers are the only people who come to buy their
products. They do not have much of their say and their feedback is not important while
stakeholders are very important people in the organisation as they affect and are
19 | P a g e
 affected by the organisation. Stakeholders take part in decision making, they interact
and participate in organisational activities. Their ideas and opinions are being taken
into consideration. IMC is concerned with a one-way communication process whereby
they can give the message to their customers with no feedback, while IC is concerned
with the exchange of communication where stakeholders take part, interact, and
participate in decision making. IMC focuses on marketing their products and services
while IC is concern of having a purposeful dialogue with their stakeholders. Integrated
Communication on Marketing (IMC) is seen as both a definition and a system, with the
primary emphasis on a fully integrated process. In all its marketing activities, and a
comprehensive approach of the organization with coherence in communicated texts,
illustrating a customer-centric (outside-in) approach. All ads under this strategy with
communication labours or mechanisms of the communication mix for marketing should
be integrated completely. In line with Barker, the marketing contact blend includes
(2012) multiple components: advertisement, promotion of sales, personal selling,
sales management, sales marketing, ads, public relations ads, direct sales
management, partnership of marketing, online communication, and marketing of
relationships. The IMC framework is more customer-focused than the 4 Ps approach
practice to create customer relationships through clear customer relationships and
messages oriented. The goal of Integrated Communication (IC) was to fight the
viewpoint of the external customer focus by concentrating on the external customer
focus on the integration of internal and external communications and coordination in
support of the organisation’s corporate brand. The assumption of this viewpoint is
based on the claim that IMC has in many ways failed as it did not reproduce the internal
and external communications of all the company, communications, and
communications (also known as two-way contact or conversation by some although it
is claimed by writers that it is not always the same and recently also throughout the
entire business, including one-to-one, one-to-many and many-to-many), label and
brand. The IC perspective also showed a transformation from a customer-centred
method to a stakeholder-centred method where stakeholders are seen as any person
or organization that is important for the organization's long-term health; and where
collaboration can be seen as an influential section of an approach to IC. IC is regarded
by some writers as the umbrella word for all strategic communication, pending which
place it is looked at from. The Integrated Communication approach and consistency
of messages remain the same as within the IMC perspective (Barker 27 2013: 8).
The literature gives us 10 differences. I've given you the first five here, find the 20 | P a g e
others and discuss for exam purposes
 28
In the second part of the last question, you should indicate how IC could act as the context for
communication integration in the import and export organisation and not IMC. You could apply a
wide range of arguments including highlighting 10 aspects.

4 CONCLUSION

By doing this assignment, the student learnt that communication is very important for
the organisation especially because the organisation comprises of people aimed at
achieving the same goals.

Organisations adopt approaches or a single approach to work with when operating.

Human relations approach concentrates on the well-being of the people in the
organisation while knowledge management approach stresses that people in the
organisation work together share knowledge, including the knowledge that they are
going to learn from their managers.

Communication integration is a way of bringing together all planned messages in an

organisation to communicate one big idea. Messages or communication must be
aligned with organisational goals, objectives, mission, and vision. Organisations using
different channels of communication must make sure that they all communicate one
message and idea.

Integrated communication is concern of stakeholders. It values all people who have

an effect the organisation while integrated marketing communication in interested in
marketing organisational products and services and only interested in the customers
who come to purchase their products and services. IMC uses a one-way
communication process, while IC uses a two-way communication process and values
29
participation and interaction.
1. IMC is consumer focused whereas IC is stakeholder centric: Within IMC, an organisation’s focus is on building
relationships with suppliers and consumers to make sales. Whereas, IC focuses on all stakeholders to build long-
term relationships with a view to enhancing organisations’ overall reputations and sustainability
2. IMC adopts an inside-out approach to communication plans whereas IC’s adopts an outside-in approach: IC
uses an outside-in approach to planning communication messages. This means that it is driven by the needs of all
stakeholders, while IMC adopts an inside-out approach where planning is derived from internal marketing goals and
objectives • IMC focuses on message dissemination whereas IC is focused on two-way communication: IMC
emphasises the sending out of information to consumers. IC is premised on two-way communication that inspires
participation with all stakeholders
3. IMC uses traditional communication tools, whereas IC uses data-driven interactive tools: To achieve two-way
communication, IC uses data-driven technology to understand stakeholder needs and behaviour and to ensure that
organisations meet such requirements. IMC is reliant on traditional mass media channels premised on one-way
communication (Kitchen & Schulz 2009:200; Kliatchko 2008:143). 21 | P a g e
4. IC messages are driven by organisational strategies whereas IMC uses departmental plans: An organisation's
strategy vision, mission and objectives drive IC messages over the long-term.
5. IMC messages are produced according to marketing communication departmental plans and objectives to
achieve a consistent brand identity within any given campaign time frame
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 University of South Africa. Department of Communication Science. 2021. Integrated
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33
Reference this link for the video tutorial in preparation for this assignment, here too:
https://drive.google.com/file/d/1sdsGiHf8jHIOe-MO8L6tICAjuyaSj3OA/view?usp=sharing

34
Quick guide TL101 suggested reading abbreviated:
Angelopulo (2013:40), Brown, M & Dues, M. (2011), Christensen, LT, Firat, AF & Cornelissen, J (2009: 14(2):207–219), Christensen,
LT, Firat, AF & Torp, S. (2008: 42(3):423–452), Christensen, LT, Firat, AF & Tropp, S. (2009: 14(2):207–219), Easterby-Smith, M &
Prieto, IM. (2008: 19(3):235–249), Einwiller, S & Boenighk, M. (2012: 18(5):335–361), Donate, MJ & de Pablo, JDS. (2015: 68(2):360–
370), Hislop, D. (2013), Kitchen & Schulz (2009:200), Kliatchko (2008:143), Martins, EC & Terblanche, F. (2003: 16(1):64–74
(influential!), Melé, D. (2016: 1(1):33–55), Miller, K & Barbour, J. (2015), Mulder, D & Niemann-Struweg, I (eds). (2015), Niemann-
Struweg, I & Grobler, AF. (2007: 11(3):56–73) (influential!)., Niemann-Struweg, I & Grobler, AF. (2011: 8(1):1–12), Niemann-Struweg, I.
(2014: 40(2):184-192), Smith, BG. (2012: 16(1):4–19), COM4805/101/0/2020 p31, Smith, BG. (2013: 7:65–79), Spitzeck, H. (2011:
99(1):51–62), Tindall, NTJ & Holtzhausen, D. (2012. 16(4):371–387), Torp, S. (2009: 14(2):190–206)
35
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guidelines were posted on myUnisa concerning the right procedure to follow Your assignment does
not have a declaration (0%) but comments were provided. Your assignment does not have any
references in the text (0%). Your assignment does not have a list of sources at the end of the
assignment. Your assignment contains sporadic referencing (only one to five references). This
affected your mark for Technical Presentation. TECHNICAL PRESENTATION The following aspects
were considered. Declaration (right format) Table of Contents Structure (Introduction, body,
conclusion) All sources are cited in-text A list of sources is included Correct referencing style
Academic writing style, grammar, spelling and punctuation 0 / 10 CONTENT 0 / 90 Penalties, if
applicable (see box above) FULL TOTAL FOR ASSIGNMENT 0 % Overall comments : Thank you
for submitting this assignment. You seem to have missed most aspects required for this assignment.
Take a careful look at the comments which I included in this assignment and carefully revise for the
examination. Regards,

2 This submission was assessed by External Marker : P Le Roux, CPRP

3 Thank you for submitting your third assignment of this study. Please find some guiding comments
inside to consider. Click on all yellow sticky notes and review red blocks for additional comments. You
are also welcome to contact : Prof Charmaine du Plessis, tel no (012) 429 6525 or
[email protected] direct, should you have any extraordinary queries related to my final assessment
of your work. Good luck with the exam next year.
4 Thank you for submitting this assignment. I see that you have put in a lot of work here. Regrettably, I
could not assess your submission for marks, due to the fact that it was not submitted to Turnitin as
required by the University. Text was also not embedded as is officially required by the University.
Contents were still assessed in accordance with University requirements and for your revision for
coming exams. Regards, P.
5 Read all requirements carefully in: CMNHONE/301/2021 and Tutorial Letter/101/0/2021. Visit the site
for assistance with academic writing, references and plagiarism:
https://sites.google.com/a/unisacommscience.co.za/writing-for-academic-integrity/
6 remove this?
7 Well-planned structure
8 This was not our focus; do not confuse with Humanistic approach
9 Your introduction is too long; structure in paragraphs and shorten to reveal an overview.
10 Remember you need to first explain the overall purpose of each theory (approach)
11 not our focus here
12 You did not use UK spelling: Use S and NOT the American Z for instance: emphasiSe and not
emphasiZe. Set your MSWord document to UK/SA English now for future correct use?
13 text reference missing
14 source reference?
15 Irrelevant here
 COMMENTS
16 Main theory for this section expected was: Humanistic management: Seen as an approach that sees
the organisation as an open system, conduct environmental scanning to be able to adjust to change,
adapt. Outside-in approach to assessment, employees seen with valued attributes, share in culture
vision, mission, goals. Decision-making at all levels (participatory). Knowledge Management:
Managers develop the capacity to share knowledge and promote a dynamic communication culture.
This knowledge can exist internally as well as externally. Managers create value for the organisation
and members, value individual competencies and change. It is important to establish an environment
for creating, organising and managing communication, as well as creating and maintaining new
knowledge. Managers identify knowledge needs and intended audiences, implement knowledge
deliverables, use a communication strategy and channels to disseminate and use and evaluate
success.
17 The main difference between the two approaches when it comes to management characteristics is that
with the humanistic management approach, managers want to develop employees so that they can
flourish in the organisation because their social needs are met. It is a people-oriented management
approach. Within the knowledge management approach, managers create an environment for
organising and managing communication as well as for creating and sharing new knowledge. Can you
think of more characteristics?

18 Main theory for this section expected was: Humanistic management: allows sharing, two-way
communication, this type of communication can enhance mutual trust and openness (there will also be
other arguments kindly give credit). Knowledge Management: If communication is designed well,
employees can put forward ideas and encourage responses from all team members. The use of
technology for communication is encouraged and is important for technology, culture and leadership.
support for employee needs, participation. Open communication, leadership encouraged. Constant
two-way communication and feedback between sender and receiver is a necessity. All types of
communication important, for example, implied, face-to-face, electronic. Managers accept the
importance of communication to facilitate knowledge.

19 The nature of communication within these two approaches are similar but while the humanistic
management approach is concerned with sharing and two-way communication to foster mutual trust
and openness, the knowledge management approach encourages open communication to facilitate
and share new knowledge. Can you think of more aspects related to the nature of communication?
20 Main theory here expected was: Humanistic management: Considers interaction important. Focuses
on interrelationship of subsystems., Communication is seen as important in terms of two-way
communication, focused on maintaining good relations Knowledge management approach:
recognises knowledge as justified and the importance of innovation, true beliefs based on experiences,
believes knowledge is individual and social and obtained through experience, sees open, participative
communication as important values. Diversity of beliefs, values and opinions are beneficial.

21 Advantages: Communication integration is enhanced when interaction is a priority as with the

humanistic management approach. Similarly, shared experiences that accommodate a diversity of
beliefs, values and opinions as with the knowledge management approach, is favourable for
communication integration. Can you think of more advantages for communication integration?
22 Main theory here expected was: Humanistic management: missing variables that can influence proper
feedback and two-way channels, responses within this approach to problems can also become routine
(more of the same in the end), concern with population (all subsystems) and little consideration of
individual subsystems. Knowledge Management: easy to discuss, not easy to practice, use of
technology might limit new ideas as well as rigid procedures. There is also still the belief that
 COMMENTS
25 here id possible select a practical organisation like Fedex, HDL or any other of choice to illustrate
theory
26 Most important models you could have selected here, were: Niemann’s conceptual South African
model for the implementation of strategic integrated communication (2005) The evolutionary model of
integrated communication (Duncan & Caywood 1996)) A Stakeholder relations model for integrated
communication (Gronstedt 1996) Hunter’s five-stage model for integrated communication (1997)
Integration through the public relations function (Grunig & Grunig 1998) The three-dimensional
integrated marketing communication model (Gronstedt 2000) Eight-step integrated communication
model (Kitchen & Schultz 2000)

27 The literature gives us 10 differences. I've given you the first five here, find the others and discuss for
exam purposes
28 In the second part of the last question, you should indicate how IC could act as the context for
communication integration in the import and export organisation and not IMC. You could apply a wide
range of arguments including highlighting 10 aspects.
29 1. IMC is consumer focused whereas IC is stakeholder centric: Within IMC, an organisation’s focus is
on building relationships with suppliers and consumers to make sales. Whereas, IC focuses on all
stakeholders to build long-term relationships with a view to enhancing organisations’ overall
reputations and sustainability 2. IMC adopts an inside-out approach to communication plans whereas
IC’s adopts an outside-in approach: IC uses an outside-in approach to planning communication
messages. This means that it is driven by the needs of all stakeholders, while IMC adopts an
inside-out approach where planning is derived from internal marketing goals and objectives • IMC
focuses on message dissemination whereas IC is focused on two-way communication: IMC
emphasises the sending out of information to consumers. IC is premised on two-way communication
that inspires participation with all stakeholders 3. IMC uses traditional communication tools, whereas
IC uses data-driven interactive tools: To achieve two-way communication, IC uses data-driven
technology to understand stakeholder needs and behaviour and to ensure that organisations meet
such requirements. IMC is reliant on traditional mass media channels premised on one-way
communication (Kitchen & Schulz 2009:200; Kliatchko 2008:143). 4. IC messages are driven by
organisational strategies whereas IMC uses departmental plans: An organisation's strategy vision,
mission and objectives drive IC messages over the long-term. 5. IMC messages are produced
according to marketing communication departmental plans and objectives to achieve a consistent
brand identity within any given campaign time frame

30 Dated source. Always read from sources 2000 and later to achieve recency of research.
31 is this correct?
32 you may always delete characters like these to neaten your citations
33 Reference this link for the video tutorial in preparation for this assignment, here too:
https://drive.google.com/file/d/1sdsGiHf8jHIOe-MO8L6tICAjuyaSj3OA/view?usp=sharing
 COMMENTS
34 Assignment does not have a Turnitin Report attached. Contents was not embedded with TII.
35 ETS / GRAMMARLY APP Consider using the above valuable online academic writing tools to improve
academic writing skills?