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THE PROBLEM AND ITS SETTING
This research establishes the scene of the problem by sketching the broader background, influences and complexities related to the field of study. This study and its research have as a broader objective, the addition of further information to the existing knowledge base of the notion of feedback, informal feedback and feedback intervention. The role and place of informal feedback intervention as a communication management tool and as a learning agent within the broader concept of learning organisations, will also be investigated.
According to Radford and Goldstein (2002:253), corporate communicators areincr easingly required to have experience across the various communication disciplines. Managers must know how to develop strategies that can influence outcomes and affect results. Organisations increasingly realise the importance of a unified approach to the communication function. The role of corporate communicators has changed in such way that they must see themselves nowadays as catalysts of change.
Seeing that this study interrelates with human communication in the sense of communication management (public relations), this chapter firstly deals with defining the terms communication and communication management. A few definitions and views on the essence of human communication are investigated. Theoretical approaches such as the systems, chaos and post-modern, contingency and complexity theories, the relationship management paradigm and their application in communication management are also investigated as the theoretical underscore of this study. Definitions of public relations and corporate communication will be investigated to further sketch the theoretical background of this study.
Because dynamic leadership is so closely involved with learning and learning organisations, this research study has to briefly investigate and establish the term leadership. Leadership is often seen as the captain of the ship with great vision, energy and inspirational abilities, whereas Fritz (1994: 14) argues that great leaders should also be architects and designers and should think structurally to determine the desired outcomes. However, the influence that the relationships within the structure have on each other is also important.
It is often said of modern organisations that the only thing still certain is the fact that things will change. Change has become the norm and essence of modern day management. For organisations to survive and prosper in this constantly changing environment, they have to adapt to internal and external environmental demands. Management needs to understand the organisation’s environment as well as how to change along with it. This can only happen if organisations have proper information and knowledge to act upon Although this study starts off with a broader literary overview and description of general purpose of this study. The study aims to describe the notion of informal feedback as a ommunication management tool in all its facets. Relevant subjects such as knowledge and be an all-inclusive escription of the subjects and theories, but merely serves as relevant background against hich to investigate the real subject of study.
This is further emphasised by Kent and Taylor (1998) in stating that two-way symmetrical communication as a theoretical approach necessitates organisations to provide the procedural means whereby the organisation and its stakeholders can communicate interactively. Organisations must devise systematic processes and rules for proper two way symmetrical communication to take place.
Chapetre One THE PROBLEM AND ITS SETTING
THE CONCEPTUALISATION OF COMMUNICATION
MANAGEMENT AS A STRATEGIC MANAGEMENT FUNCTION
THE PROBLEM STATEMENT
Formal communication feedback
Informal communication feedback intervention
The general research problem
Sub-problem one
Sub-problem two
Research objective one
Research objective two
Research objective three
Research objective four
Research objective five
CHAPTER TWO THE THEORETICAL FRAMEWORK OF THE STUDY. LINKS WITH THE SYSTEMS, CHAOS, POST-MODERN, CONTIGENCY AND COMPLEXITY THEORIES
INTRODUCTION
A GRAPHIC PRESENTATION OF THE META THEORETICAL
FRAMEWORK AND CONCEPTUALISATION
DEFINING COMMUNICATION
DEFINING PUBLIC RELATIONS, CORPORATE
COMMUNICATION AND COMMUNICATION MANAGEMENT
CHAPTER THREE THE LEARNING ORGANISATION
INTRODUCTION
LEADERSHIP
STRATEGY
Communication strategy
The mirror and window perspectives
The mirror perspective
The window perspective
LEARNING CULTURE AND THE LEARNING ORGANISATION
Learning to gain competitive advantage
CHAPTER FOUR STAKEHOLDER ENGAGEMENT AND INFORMAL FEEDBACK INTERVENTION
INTRODUCTION
RESEARCH AND INFORMAL RESEARCH
ENVIRONMENTAL SCANNING FORMAL AND INFORMAL SOURCES INFORMATION
DIALOGIC RELATIONSHIPS AND RELATIONSHIP
MANAGEMENT
STAKEHOLDER ENGAGEMENT
CHAPTER FIVE
RESEARCH DESIGN, METHODOLOGY AND FINDINGS
RESEARCH QUESTIONS
RESEARCH METHODOLOGY
RESEARCH DESIGN
Research method one: Content analysis
Research method two: Questionnaire
Research method three: A case study
CHAPTER SIX
CONCLUSIONS AND RECOMMENDATIONS
INTRODUCTION
CONCLUSIONS AND RECOMMENDATIONS
Conclusions and recommendations of research method one
Conclusions and recommendations of research method two
Conclusions and recommendations of research method three
eliberating the research questions
The strategic value of informal feedback intervention
Last words
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