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NAME : LINDILE GLADSTONE NJONGA

STUDENT NO : 46829563

MODULE : COM2602

ASSIGNMENT : 01

UNIQUE NO : 838960

DUE DATE : 19 MARCH 2018

LACTURERS : Ms Phumudzo Ratshinanga & Mrs Therise Breet Van Niekerk

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I, the undersigned, hereby declare that this is my own and personal work. Except
where the work(s) or publications of others have been acknowledge by means of
reference techniques.
I have read and understood Tutorial Letter CMNALLE/301 regarding technical and
presentation requirements, referencing techniques and plagiarism.
My name: LG Njonga
My student number: 46829563
Date; 19 March 2018
A witness name: T Ziwele
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TABLE OF CONTENTS

Cover Page : Page 1

Declaration of my own work : Page 2

Table of Contents : Page 3

Introduction : Page 4

Question 1 : Page 4, 5 & 6

Question 2 : Page 6 - 7

Question 3 : Page 7 - 8
Question 4 : Page 9

Conclusion : Page 10

Self-assessment : Page 10

References : Page 11
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INTRODUCTION

This module looks at the organisational communication as broad term that

encompasses a wide array of organisational types, which we will explore in more
detail elsewhere in this chapter. But this doesn’t scare people but to help them to
understand the importance of knowing how to interact and behave in the
organisation. In this thesis I am going to talk about communication in the
organisation, communication integration processes and principles, and integrated
communication measurement this further means that is an approach used by
organisations to brand and coordinate their communication efforts, integrate
communication uses this process to persuade target audiences to listen and act on
marketing messages.

QUESTION 1

1.1

1.1.1 Business communication is a communication that is used to attain a business

objective. Such communication is usually seen as conscious and intentional, and as
a tool which, when approximately used, can help a business achieve its goals.
Although the origins of business communication are business writing and technical
communication, the theory and methodology of the field is multidisciplinary, drawing
from business, social science and language studies. The academic field also pays
greater attention to communication that relates directly to business and less to
communication that falls outside the business, most but not all business
communication occurs within the organisational environment.

1.1.2 Marketing communication is the communication element that is embedded in

the marketing process. Marketing communication is further seen as the
communication variable that exists in every aspect of the relationship between
customer and business as opposed to discrete set of techniques, the interaction
includes the traditional areas of marketing communication but it also focuses on the
management of the total communication process. Today marketing is widely seen as
a process in which a single sales transaction constitutes a single event in an ongoing
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relationship between an organisation and its customers. More attention is given to

repeat business with existing customers than the achievement of one-off sale.

1.1.3 Public relations is an organisational activity. It exists as a business process

and, in many cases as a distinct department or unit within an organisation. It also
exists as an outsourced function offered by consultants, specialists and public
relations companies. It was primarily practised as one way persuasive
communication, a practice that still occurs today. As a result public relations has had
and in all probability will always retain problems of credibility even though the
majority of public relations scholars and professionals are ethical, credible and able.
Despite its origins as one way communication, public relations is today most
commonly approached as participative dialogue or two way communication.

1.2

1.2.1 Corporate strategy is the business domain in which an organisation operates at

a certain in time or the range of business opportunities that are available to the
organisation, strategy at this level is seen as the responsibility of top management
and the board.

1.2.2 Business strategy guides an organisation’s efforts in establishing and

maintaining a competitive advantage in a specific product, market or industry
segment. In other words business strategy is primarily marketing oriented.

1.2.3 Strategy communication is the communication that actively involved in building

and maintaining relationships with the organisation’s various stakeholders.

1.2.4 Communication strategy is an example of functional strategy, the strategy

developed by the communication function itself. This strategy is derived from the
enterprise and corporate strategies and provides the framework for the
organisation’s communication with its various stakeholders.

1.2.5 Communication of strategy is necessary to ensure consistency between the

different levels of strategy formulation and implementation in an organisation.
However, during the formation and implementation of emergent strategy process is
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reversed; communication of strategy now takes place from the bottom up, changes
are made to operational strategy, followed by changes to high-level strategies.

QUESTION 2

2.1

 External market trends the modern marketplace is characterised by a number

of factors that favour an integrated approach to organisational
communication. The availability of products and services in almost every
category has increased to the extent that there is a sense of product overload
in the market. Few products offer tangible differences, and new innovations
can be copied easily and cheaply. As economics become more service
based and less product based, the interpersonal relationships that are
required in services become increasingly important, for example sales
depend on the wealth of a population and you can make price reduction to
increase sales volume because people come in numbers to the place where
the prices are so down which on the other side it could help to increase the
sale.
 Trends within organisations a number of trends within organisations have
increased the need for integration. As the organisations grow the number of
departments within them also grows, requiring better coordination. The
existence of numerous functions that deal with communication enhances the
possibility of producing conflicting messages. Organisation’s mission
statements, which are generally believed to motivate their staff and instil a
single minded purpose in their activities are often meaningless with the result
that organisations do not drive staff to achieve goals single mindedly. For
example trend toward employee empowerment is supported by evidence that
companies give employees more responsibility and a corresponding authority
to make decisions achieve higher employee job satisfaction and
performance.
 Societies’ demands for organisational integrity, there is a growing societal
demand for integrity in organisations of all kinds whether they are
businesses, services or government organisations. Each interaction between
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these organisations and their stakeholders. For example Managers must

acknowledge their role in shaping organisational ethics and seize this
opportunity to create a climate that can strengthen the relationships and
reputations on which their companies’ success depends.

2.2 The evolution of communication integration prior to the industrial revolution,

communication was invariably interpersonal and was rarely mediated, relationships
were direct and personal and most manufacture and trade was undertaken by
individuals who dealt directly with each other at their own premises or at markets but
communication integration today information technology becomes central to most
relationships and communication both internal and external.

Fragmentation continues in media with unprecedented diversity in many of its forms

be they traditional, digital or social; social groupings (alliances and formations
become increasingly fluid and fickle); audiences (increasingly accessible only on
their own terms); devices (TV, tablet, computer, billboard, phone and others); and
roles (every individual has multiple roles such as employee, customer, ally,
opponent, communicator and so on.

Communication type, time and place is increasingly determined by consumers and

less by communicators. Great media diversity but also global consolidation in
ownership and control of hard and software platforms, search engines, digital,
traditional and social media. Audience’s selective perception and cynicism about
planned communication increases as they select, ignore, interpret, reformulate or
reject messages in ways that are increasingly difficult to predict.

QUESTION 3

3.1

(a) Relationship management it is more cost effective to sell to current customers

than to new ones. Invest in and grow current customers and know the customers
and use that information in communication with them.

(b) Stakeholder focus: Quality relationships with all stakeholders help to avoid
sending conflicting messages to overlapping stakeholders or customers. Stakeholder
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priorities change constantly for example during a merger the financial community
and employees might be the most important whereas during a crisis the media
become a critical stakeholder.

(c) Strategic consistency maintenance: Recognise the communication dimensions of

all brand contacts and the sources of these messages. The more a brand’s position
is strategically integrated into all brand messages, the more consistent and distinct
the identity and reputation will be. There should be processes in place to ensure that
all brand messages are consistent.

(d) Purposeful dialogue: Dialogue should be purposeful for both the organisation and
the target audiences. Interactivity is a form of integration. A balance between mass,
personalised and interactive media is necessary to enrich feedback. Facilitation of
customer feedback and dialogue ensure integration of the customer into the planning
and operations of the organisation.

(e) Corporate mission marketing: Incorporate the mission into all operations to
continually remind everyone what the organisation stands for. A mission programme
should be focused to develop a distinct presence rather than a fragmented one.

3.2

3.2.1 Uniformity model the whole organisation, its subsidiaries and its brands have
one identity. This model is mostly used in two situations. In the first, subsidiaries with
degrees of autonomy are portrayed with the same identity to convey the size of the
entire organisation.

3.2.2 Endorsement model subsidiaries have their own identities, while the parent
organisation’s identity is present in the background. This model is mostly used where
the parent organisation has a strong influence over the management and operation
of its subsidiaries. The link is established to endorse the association between the
subsidiary and parent organisation.

3.2.3 Variety model subsidiaries have their own identities with no evident connection
between each other or the parent organisation. Companies, their services and
products tend to be presented as a multitude of brands with different identities. This
model is usually applied where subsidiaries are viewed primarily as financial assets
and where there is little managerial involvement by the parent organisation.
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QUESTION 4

4.1

(a) Two drivers with a corporate focus (relationship management, stakeholder focus).

(b) Four process drivers that represent operational process (strategic consistency,
purposeful interactivity, mission marketing and zero- based planning).

(c) Four infrastructural / organisational drivers (cross-functional management, core

competencies, data-driven marketing and working with an integrated agency).

4.2

4.2.1 Process of integration integrated communication requires close co-operation

and co-ordination between various functions, for example marketing, advertising and
public relations. This is usually achieved by means of cross-functional teamwork. A
major theme in integrated communication is message consistency, therefore the
process behind the development of brand messages, and selection and integration
communication media, need to be assessed.

4.2.2 Output of integration there is a distinction to be made between output and the
outcomes of integration. This is in contrast to the view of Duncan and Moriarty who
believe that output refers to the results or effects of integrated marketing. Here
output is understood as the product of integrated communication while outcomes are
understood as the effects of those messages on stakeholder relationships. This
emphasis of output evaluation is on the consistency of the actual brand messages
rather than on the process behind developing them.

4.2.3 Outcomes or effects of integration, integration communication is concerned

with the management of stakeholder relationships. To assess the success of such
communication, the nature and quality of the organisation’s relationships with various
stakeholders have to be evaluated. In other words the impact of the various brand
messages must be measured and this impact can be understood in terms of
changes in stakeholder attitudes or behaviour.
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CONCLUSION

These chapters have illustrated how the communication can solve problems in the
organisations if it is used in the right way and it can also develop new processes and
products. These chapters may work well for organisations with both vast capital to
get behind a truly concerted effort to integrated marketing, advertising and public
relations or for firms that have very little monetary resources, and thus don’t have
entrenched departments for each discipline and could better afford the one voice.
Lastly newly formed organisations could benefit for the same reasons: lack of
entrenchment, limited funds and growth potential.

SELF-ASSESSMENT AND SELF-REFLECTION

 This was an eye opener, I had to cope with the real world.
 Doing this task have given me confidence in myself how to communicate.
 I can now critically evaluate my own work.
 I need to be more critical and not take all academic reports at face value.
 I have actually learnt how to conduct a communication in the organisation.
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REFERENCES

George Angelo & Rachel Barker

Duncan, T & Moriarty, 1997b.’Fron-end alignment, Marketing Tools, vol. 4, no. 8.

Pp.64-66.

Van Riel, C B M. 1995. Principles of Corporate Communication. London: Prentice

Hall.

Barker, R. 2002. Reading Material for OLPR01-C-O line relations. Pretoria:

University of South Africa.

Duncan, T. 2002. IMC: Using Advertising and Promotion to Build Brands.

New York: McGraw-Hill.