Department of Communication Science

1. Department of Communication Science Integrated Organisational Communication COM2602

2. http://portal.joininvideo.com#/player/e20a1003-c1d1-4c6a-8627-93b385b071c5/1324http://portal.joininvideo.com#/player/e20a1003-c1d1-4c6a-8627-93b385b071c5/1324 Link for Broadcast • If you missed the Broadcast you can watch it following the Link • Use Google Chrome to view the Broadcast http://portal.joininvideo.com#/player/e20a1003-c1d1-4c6a-8627-93b385b071c5/1324

3. Your LecturersAvailable between 08:00-16:00. Ms Phumudzo Ratshinanga (Module coordinator) Theo van Wijk Building, Room 7-85 : ratshpt@unisa.ac.za : (012) 429 – 4779 Mr Peter Masopoga Theo van Wijk, Room 6-90 : : masoplp@unisa.ac.za : (012) 429 – 3143

4. Guidelines to prepare for exam

5. Reminder: Aim of the Module • After the module, you will possess both theoretical knowledge of integrated organisational communication • and the practical skills to promote the use of an integrated approach to organisational communication

6. Prescribed Material • Tutorial Letter 101/2018 • Tutorial Letter 301 (CMNALLE/301/4/2018) • Tutorial Letter 201/2018 (feedback and examination guidelines) • Only study guide for COM2602 • Prescribed book: Angelopulo, GC & Barker, R. (eds). 2013. Integrated organisational communication. 2nd edition. Lansdowne: Juta.

7. Prescribed Book Study Guide

8. Exam guidelines • PLEASE note that these are just plain guidelines and do not really form the core of the exam. • This is to guide you to prepare for the exam • Take these into consideration when studying

9. Examination Preparation • Read through the prescribed chapters and corresponding study units. Complete all activities. • Chapters 1, 2 and 12 of the P/book are relevant. • Limited time – two hours in which to answer ALL FOUR questions, (total of 100 marks). • Consists of shorter and longer essay-type questions only. Answers must be short enough for the time allowed, but cover every aspect of the question.

10. Exam Structure • Structure is same as assignment 1 • Will focus on important outcomes of each Study Unit • Will have the same mark allocation as assignment • Revise you assignments thoroughly • Do you have any questions from the assignment?

11. Examination Preparation Four questions – Answer All • STUDY UNIT 1 – Communication in the organisation 25 marks • STYDY UNIT 2 –The Rationale for integrating organisations’ communication 25 marks • STUDY UNIT 3 – Communication Integration Principles and Processes25 marks • STUDY UNIT 4 – Integrated Communication Measurement 25 marks Total: 100

12. Important key/action words • Understand the Action words of the question • Explain: Justify and clarify to ensure that the reader clearly understands your arguments. Make use of illustrations, descriptions or simple but logical explanations. • Discuss: Elaborate on a topic by examining its various aspects. A critical approach should be followed.

13. Key/action words • Define or give the definition: Give a short and concise description of the subject or concept. • Describe:Give a detailed account of the characteristics of a topic. This should be done in a logical and well-structured manner. • Identify: List the most important characteristics of a topic.

14. Study Unit 1Communication in the Organisation Angelopulo, GC & Barker, R. (eds). 2013. Integrated organisational communication. 2nd edition. Lansdowne: Juta. Chapter 1 (pages 3 – 39)

15. In this Unit • You learnt of communication in the context of the organisation • You distinguished between the various fields of communication in the organisation and recognised the relationships between these fields

16. Unit 1: Communication in the Organisation • Fields of communication in the organisation • Relationships between fields • The strategic role of communication

17. Fields of Communication We look at the origin, emphasis, areas of interest, means and objectives of the fields See also page 26-28 of the prescribed book

18. Fields of communication • It is important that you are able to distinguish between these fields • You will have to look beyond and across traditional disciplinary boundaries for solutions.

19. The strategic role of communication • The concept of strategy • You will have to discuss the concepts • You will need to understand them to be able to provide examples • Defining strategy

20. Continued… • Extensions of the strategic concept • Strategic management • Strategic planning • Strategic thinking • Strategic decision making • Levels of strategy • The relationship between strategy and communication

21. STUDY UNIT 2 -  THE RATIONALE FOR INTEGRATING ORGANISATIONS’ COMMUNICATIONChapter 2 (pages 40 - 72)

22. In this Unit • Communication integration processes are explained and analysed • For you to apply what you know about the processes of communication integration in real and simulated contexts (We will ask you to provide examples). • For you to show that think independently and support your decisions (from the examples provided)

23. Outcomes of the Unit • Define communication integration and its elements • Understand its evolution • Describe communication integration • Identify the benefits of communication integration • Establish the reasons for integrating messages from all sources

24. Defining communication integration Communication integration is the cross-functional process of creating and nourishing strategically determined relationships with stakeholders by ensuring that the messages to these groups are as appropriate and beneficial to the business relationship as possible, and engaging in purposeful dialogue with them.

25. Elements of this definition Cross-functional process– This involves the organisation as a whole, all departments. Creating and nourishing strategically determined relationships – entities that are determined as being necessary to the long-term success of the organisation Stakeholders – Communication integration has moved away from the traditional marketing focus on customers only, to including a broader spectrum of interest groups Controlling or influencing all messages– This entails actively managing messages not only originating within the organisation but also those without Engaging in purposeful dialogue– This entails a relational approach, where organisation and stakeholder work together for mutual benefit

26. Guidelines • For exam focus on : Align messages from all sources and Duncan’s Reason to move to an integrated perspective.

27. Duncan (2002) • Be able to identify the reasons for the move towards an integrated perspective on communication. • Be able to name and provide examples

28. Duncan (2002) • Three primary areas where change and evolution have led to the need for integration: - External market trends, - Trends within organisations and - Societies’ demands for organisational integrity.

29. Align messages from all sources It is important to consider the following four message sources: planned, product, service and unplanned messages. You need to be able to discuss them and their role in integration

30. Planned messages • Delivered through the traditional communication mix (marketing communication, PR and marketing PR, sales promotion, direct marketing and personal selling), and are delivered exactly as the organisation intends. • Eg. An advertisement on television

31. Product messages • Inferred from and comprise everything embedded in the product itself • Eg. Camera quality better than any other phone on the market is a unique selling point of new phone’s latest handset.

32. Service messages • These exist in the experience of dealing with the organisation and its staff, agents and products. • Eg. Quality of service at the repair centre. • Both product and service messages have greater impact because they are perceived as actual experiences.

33. Unplanned messages • These are generated beyond the reach of the organisation – such as rumours, word-of-mouth snippet and the content of media messages (eg. reviews in a technology magazine or website).

34. Planned messages are easiest for the organisation to plan and control, but they tend to have the least impact - often perceived to be biased. Service and product messages have greater impact because they are perceived as actual experiences of the organisation and what it does or produces. Unplanned messages are usually the most believable because their sources are generally perceived to be unbiased.

35. Integration exists when planned messages (what the organisation says) are confirmed by service and product messages (what the organisation does), and are further confirmed by unplanned messages (what unbiased observers say) about the organisation, its services and its products

36. For the organisation’s communication to be integrated, messages from all four sources must be similar, positive and strong. The challenge of integrating the communication of an organisation is to ensure that all messages about the organisation, its service and products, meet these criteria.

37. STUDY UNIT 3COMMUNICATION INTEGRATION PROCESSES AND MANAGEMENT Chapter 2 (pages 40 - 72)

38. In this Unit • In this unit, arguments surrounding the rationale for communication integration are formulated in a logical and coherent way. • Communication integration processes and measurement are explained and analysed

39. The management of communication integration • There are four methods and processes for the management of communication integration: • Rules or directives (common house styles, common starting points, and operational guidelines) • Sequencing • Routines • And group problem solving

40. Recognise the limitations and avoid the pitfalls Communication integration has its limitations, and to achieve all that is possible through integration it is necessary to consider these.

41. It is important to be aware of a number of pitfalls that may inhibit the success of an organisation’s communication and its successful integration.

42. Let us look at the following… The illusion of control; that integration lies with the receiver, not the organisation; absence of communication; the time perspective of various types of communication; and the impact of unplanned communication.

43. The illusion of control Communication integration implies the ability of the organisation to understand all of the factors that determine its relationship with its stakeholders, and to be able to control them. In reality, however, the ability of organisations to achieve this is always only partial – they may do so only some of the time and only to a certain degree. The ideal of total control over communication and its effects is illusory.

44. The view that managers have of their organisation is at best a type of map that can never reflect the organisation in all its complexity.

45. The span of communication that the organisation controls is never the complete range to which stakeholders are exposed. They will always acquire different perspectives on the organisation, from sources other than the organisation, and the organisation has very little control over these alternative message sources.

46. Integration lies with the receiver, not the organisation As much as communicators orchestrate their organisation’s communication, perception of this communication is ultimately integrated in the minds of its recipients. No matter how carefully formulated they may be, an organisation’s messages may be perceived very differently by its stakeholders.

47. Absence of communication In many cases where stakeholders require information on an organisation, the organisation remains silent and does not communicate. This is often the case when problems, emergencies, crises, or events where the organisation is cast in a poor light, arise.

48. In certain circumstances the decision not to communicate acts as a message in itself - particularly in the case of a problem or crisis. Stakeholders often view an organisation that avoids communication as untrustworthy, uncaring about its publics, or lacking respect. It is often better to convey negative information than not to communicate at all.

49. The impact of unplanned communication Planned communication is intended to yield certain results. An unforeseen outcome of such communication may be unplanned messages, which could have a positive or negative effect.

50. In the context of integration, it is important to consider unplanned messages when planning and evaluating the communication of an organisation.