ORCID Profile
0000-0002-9771-8857
Current Organisation
UNSW Sydney
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Publisher: University of Johannesburg
Date: 31-10-2022
Abstract: Changes occur in organisations because of changes in the environment.Conflicts arise between the organisation and internal and externalstakeholders of the organisation because of these uncontrolledinfluences. Small points of disorder may easily escalate into disorderedcrises and chaos (bifurcations and the butterfly effect). Communicationmanagement - and specifically constructive conflict management - couldlead to 'positive chaos' and a culture (strange attractor) of constantchange. Positive chaos implies an unstable, seemingly disorderedsituation that could bring about productive, creative, and improvedresults. Communication management could be used by organisations toreorganise themselves out of disorder and chaos by facilitating conflictsand ersity. Strategic planning will become even more important, butwill have to change from the basic premise of control and prediction toscenario planning, and the emphasis will be on relationship building.
Publisher: University of Johannesburg
Date: 31-10-2022
Abstract: Since the notion of strategic communication management1had become popular inliterature and as a result of the Excellence study (Dozier, Grunig & Grunig,1995), manypractitioners and communication management departments have attempted toimplement all or some of the elements of the Excellence theory in order to change thenegative reputation of communication management research. Improving the theoreticaland practical knowledge within the communication management department is oneway of rectifying the aforementioned situation. The new knowledge base would includea far better understanding of the strategic management process as well as basic andadvanced research practices.This exploratory study is aimed at describing the nature of communication managementresearch and its function within the communication management department, as wellas the value thereof within the greater organisation. Communication managementresearch theory forms the basis of this project, while exploratory qualitative researchwas conducted within the South African corporate context in order to supplementthese theoretical perspectives.
Publisher: Informa UK Limited
Date: 1998
Publisher: University of Johannesburg
Date: 31-10-2022
Abstract: Although the philosophy of ethical and socially responsible communication management'practices has a long history and has been described in great detail, the notion of thecommunication manager as an ethical/moral ombudsperson is relatively new.With increasing numbers of communication managers now forming part of the dominantcoalition/strategic decision-making team in many organisations, the real influencethat these in iduals have over the values that organisations accept should be criticallyassessed.The new role of the communication manager is conceptualised as constituting twospheres of responsibility. Internally the communication manager should be facilitatingthe establishment and acceptance of ethically/morally acceptable organisational values.These values will then figure in external organisational behaviour, while thecommunication manager will act as the eyes and ears of the society in which he/sheoperates.
Publisher: Routledge
Date: 04-03-2009
Publisher: Wiley
Date: 22-08-2018
DOI: 10.1002/9781119010722.IESC0044
Abstract: Instability and risk increasingly impact the global business world, and corporations need to embrace change to stay competitive and survive. Complexity theory offers one approach to dealing with the uncertainty. This entry provides a brief history and explains the theory's key concepts such as connectionism, self‐organization, relationships, and social responsibility. The necessity for organizations to interact with constantly fluctuating internal and external environments makes the relevance of complexity characteristics for strategic communication in organizations evident. Future communication managers will not control or lead change instead they will embrace contradictions and ambiguity by encouraging their stakeholders to self‐organize to cocreate contingent strategy.
Publisher: Informa UK Limited
Date: 04-05-2007
Publisher: Emerald
Date: 31-12-2001
DOI: 10.1108/13632540210807008
Abstract: In the new millennium, organisations are going through rapid changes and the role of strategic management is challenged. When the organisation is threatened by environmental changes such as crises or competition as a result of information technology development or increased customer demands, the need for communication increases. During high change situations, when the publics of the organisation become involved in the change issues, they actively seek information about the issues. If the organisation could utilise communication management more effectively and in a twoway, participative way, they would build more positive relationships with the publics involved and reorganise themselves out of disorder. Strategic planning will become even more important, but will have to change to a contingency approach and emphasise flexibility and relationship building. This paper looks at organisational processes during change and how they can be managed by communication. Implications are drawn from chaos, postmodern and complexity theory as well as the contingency view of communication. The authors create a framework for scanning and analysing processes and settings, and suggest an alternative strategic, symmetrical and ethical communication approach to respond to problems. They present a new paradigm that emerges as a response to polarisation and treats communication as more receiver‐centred, stakeholder‐based, relationship‐building‐oriented and of strategic importance. This paper lays a foundation for an alternative perspective to the central problems of the communication discipline against the background of new emerging multidisciplinary approaches.
No related grants have been discovered for Ursula Stroh.