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The perception of top communicators of senior management's expectations of excellent communication in South African organisations

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dc.contributor.advisor Ms. Ursula Ströh en_US
dc.contributor.author De Beer, Estelle
dc.date.accessioned 2012-02-27T09:53:22Z
dc.date.available 2012-02-27T09:53:22Z
dc.date.issued 2012-02-27
dc.date.submitted 2001
dc.identifier.uri http://hdl.handle.net/10210/4396
dc.description M.A. en_US
dc.description.abstract Communication departments may have the core knowledge to practise excellent communication, but senior management must also share a common understanding of the role and function of communication and communication managers in an organisation for communication to be excellent. The need for this study originated from the perception that the top communicator is often not at the table when strategic decisions are made. Yet, public relations specialists often have expertise that can contribute to organisational decision-making. They can, amongst others, facilitate dialogue between key publics and members of senior management in order to enhance understanding of the vision and goals of the organisation and the needs of the organisation's clients and stakeholders. This form of two-way symmetrical communication is the basis of excellent communication. Most practitioners agree that the best place for the top communicator is within an organisation's senior management - taking part in strategic decision-making through two-way communication (Dozier, Grunig, L & Grunig, J, 1995). The three spheres of communication excellence - as identified in the Excellence Study, the largest and most intensive investigation ever conducted of public relations and communication management - include the knowledge base of communication departments; shared expectations between the top communicator and senior management; and the culture of the organisation. The middle sphere of shared expectations between the top communicator and semor management, has three components which will be investigated in this study. The first component is departmental power - the ability to influence members of senior management. Sometimes top communicators are members of senior management, participating directly in strategic management and planning. In other cases, they exert informal influence as providers of information and as process facilitators to senior management. The power of the public relations department is associated with the value members of senior management attach to public relations as a function, as well as the strategic contribution the top communicator and the communication department make to organisational decision-making. en_US
dc.language.iso en en_US
dc.subject Communication in management en_US
dc.subject Executives' attitudes en_US
dc.title The perception of top communicators of senior management's expectations of excellent communication in South African organisations en_US
dc.type Thesis en_US

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