N5 Communication covers the module about Corporate Culture. This is for students in the FET Colleges of South Africa studying N5 Communication

1. Chapter 1 in textbook
Combination of short and long questions
Normally question 1 in the Exam

2. 1. Corporate Culture
p.2 (1.1)
2. External communication
p.10 (1.4)
3. Internal communication
p.11 (1.5)
4. Organisational hierarchy
p.13 (1.6)
5. Formal Communication Channels
p.15 (1.7)
6. Briefing
p.18 (1.8)
7. Interventions
p.18 (1.9)
8. Informal communication channels
p.21 (1.10)
9. Work ethics
p.23 (1.11)
2

3. See p.2 (1.1)
Definition: a system of beliefs (or convictions), values, customs
and traditions shared by members of an organisation, and from
which a particular code of conduct for the organisation in
question evolves.
By adhering to this code of conduct, members create a particular
perception or image of the organisation which is unique and
distinguishes it from other organisations.
3

4. 4

5. 
The CC evolves from an organisation – it’s
◦ History
◦ System of values by members

Examples of CC (see p.6)
1.
2.
3.
4.
5.
6.
Old Mutual
Checkers
Toyota
Woolworths
Kentucky
Chicken Licken
5

6. 6

7. 1.2 Means of consolidating corporate culture
 Symbols (externally & internally)
 External: logo, colour scheme, architecture/design
 Internal: physical arrangement of offices, allocation of
parking facilities, dress code.

Rituals
 Internal: welcoming, farewell parties, duration of
coffee breaks.
 External: degree of politeness (courtesy) shown when
addressing clients, welcoming applicants for vacant
positions, efficiency of service to clients.
See summary 1.1.3 on p.4
7

8. 8

9. 
Language – official language, tone, advertising
slogans. Companies with mostly Afrikaans,
English or Zulu-speaking employees would
have different value systems. Sanlam and Old
Mutual serves as example.
9

10. 


Anecdotes: stories regarding equal
treatment, security, management, control within
organisation. Threats, unfair treatment, way
internal and external problems are managed.
Relationships: with members and non-members
of organisation.
◦ Managers and sub-ordinates
◦ Managers of various departments
◦ Members of different departments
◦ Members of a particular departments
◦ Members and non-members of the organisation.
Humour: Jokes involving “outsiders”
10

11. 11

12. 
CORPORATE SUBCULTURE
◦
◦
◦
◦
Creative subculture
High quality subculture
Productive subculture
Supportive subculture
Remember: the management has the task of
creating and consolidating a climate or CC
which is conducive to activities and well-being
of all its members.
See summary 1.1.3 on p.4
12

13. See p.5 (1.2)
Definitions:
Leadership is the “process of influencing people to achieve certain
objectives.
Management is the “working with individuals and groups to
accomplish organizational goals. It involves the coordination of
human and material resources toward objective accomplishment.
13

14. 14

15. Autocratic (authoritarian)
1.
They attempt to retain authority.
The make a decision and announce it.
They show little concern for opinions of subordinates.
◦ They are inflexible, rigid and demanding
◦ Task-orientated, do not concentrate on feelings.
When is it good to have this leadership style?
◦ In war or a crisis situation
◦ Remember these leaders are extremely effective.
KNOW THE DIFFERENCES – exploitive authoritative
and benevolent authoritative. See p.7
◦
◦
◦
15

16. 




Patronising and
condescending
Members behave
cautiously
More decision-making is
allowed in group
Greater degree of
cooperation amongst
members
Task orientated whose
efforts benefit people in
the long run.
Benevolent authoritative






Shows no regard for
group members
Threatening and
exploitive
Members have no part
in decision making
Bullies members to
perform tasks
Exploits members for
the purposes of the task
Little trust amongst
members.
Exploitive authoritative
16

17. 17

18. McDonalds restaurant chain:
Q – Quality
S - Service
C - Cleanliness
18

19. 2.
Democratic (Participative / Consultative)
◦ Share decision-making with members
◦ Time-consuming and unfit for certain situations
3.
Laissez faire (free rein)
◦ Informal type of leadership
◦ General goals and guidelines, no further involvement
◦ Seldom seen – but suitable in certain situations for
example group of engineers solving a problem
◦ Can leave sub-ordinates frustrated.
◦ These leaders can be seen as weak and inefficient
19

20. 




Allows group to make
practical decisions
He/she still retains
authority to make major
decisions
Members discuss freely,
but leader can veto.
High degree of
involvement from subordinates
He presents problem,
asks suggestions, and
then make a decision
Consultive-democratic
Suggestive-democratic





Allows maximum
participation from
members.
Facilitates discussions
High level of trust
Leaves final decision to
the group
Help group to
accomplish what they
want and abide by
their decision
Participative-democratic
20

21. 



Leader wants task to
be performed as
quickly as possible
Little concern for
employees and feelings
Regard people as lazy
and untrustworthy
Closely linked to
authorotative and
autocratic
Task-oriented




Believe in people
Their feelings, needs
and opinions need to
be taken into account
Low in task-orientation
Resemblance to laissez
faire or participativedemocratic leader
Employee-oriented
21

22. 22

23. 
The following aspects are unique to each
organisation and can help develop a unique
corporate culture:
◦
◦
◦
◦
◦
Goals
Structure
Cultural background of each member
Leadership style of management
Way in which members communicate
23

24. See p.10 (1.4)
Definition: Members on all levels communicate verbally (orally or
in writing) or non-verbally (gestures, appearance, attitude) with
individuals or groups outside the organisation.
This can be formal or informal. Every individual has a reference
group of at least 100 people, the message he conveys have a
profound influence on the image of the organisation.
24

25. 
AIMS OF EXTERNAL COMMUNICATION
◦ Marketing
 Process of assessing or creating a consumer or user
demand for a product of service within a particular
section of the population
 Surveys, market research finds out what public need
 Merchandising (presentation), advertising, exhibitions,
press releases.
◦ Public relations
 Deliberate, planned and sustained effort to establish
and maintain mutual understanding between an
organisation and its public.
 Press releases, AGM’s, correspondence
25

26. 
Means (or ways) of external communication
◦ Interpersonal communication (member&public)
 Oral: telephone, face-to-face, meeting, interview
 Written: letter, fax, telegram, contract
◦ Non-verbal (means other than words)
 Polite, purposeful, business-like, correct, clear, neat
◦ Communication in the mass media
 When message is conveyed virtually at same time.
◦ Oral communication
 Written – Press releases, advertisements, televised
messages, sales promotion letters, circulars, catalogue
 Non-verbal – poor printing quality, bad tv lighting
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27. 27

28. p.11 (1.5)
Definition: Each organisational structure has a system of
superiors and subordinates (leaders and followers) who
communicate or interact with one another at all levels in order
that the organisation may reach its goals.
28

29. 
The command function: to give and obey
instructions
 Task leadership

The relational function: pursuit of sound
interpersonal relations
 People-oriented leadership

The ambiguity-management function: refers
to a combination of command and relational
functions
 The superior gives instructions but also look after the
emotional needs of his subordinates.
29

30. 
Oral communication
 Formal / less formal meetings, discussion
groups, lectures, talks, interviews, announcements, int
erpersonal conversations

Written communication
 Personal letters, circulars, memorandums, telephone
messages, reports, minutes, staff
magazine, notices, electronically

Non-verbal communication
 Facial expressions, tone of voice, personal
appearance, appearance of one’s work
30

31. See p.13 (1.6)
Definition: The logical structure (organisational hierarchy) of an
organisation is indicated graphically in a diagram called the
organigram or organisational chart.
As an organisation develops, so does the complexity of its
pyramid of head, senior and middle and junior staff. The size
(so-called “span of control”) should be limited and should be
granted reasonable authority, otherwise communicative and
administrative problems could arise.
31

32. 32

33. 

Aimed at achieving
special goals
Managers derive line
authority from
hierarchical position
over sub-ordinates




Functional approach
Product approach
Geographical approach
Matrix approach
Line authority


Based on the expert
knowledge of its
incumbents
Have the same
legitimate power as
line authority, but
derives power from
expert advice.
 The lawyer as legal advisor
earns less than manager,
but he is invincible.
Staff authority
33

34. 34

35. See p.15 (1.7)
Definition: Information in an organisation flows down, up,
across the organisational pyramid, from boardroom to shopfloor, from one department to another. Information is based on
certain communication routs or channels
They can be vertical, horizontal (lateral) or diagonal.
35

36. 
Vertical communication
 Principal channel for routing policy, decisions and
instructions from top management downwards to
personnel at various levels; it also describes the
upward channels through which suggestions, criticism
and queries flow from lower levels to top levels.

Horizontal communication
 Comm between people at the same or similar levels
within organisation (so-called peer groups)

Diagonal communication
 Comm across hierarchy within organisation.
Accountant using GM’s secretary to help him.
36

37. 37

38. See p.18 (1.8)
Definition: The divulging of information and issuing of
instructions of work to be done. It could occur internally, or
externally. Any brief should be in writing, prepared before the
briefing meeting. Copies should be handed out at the beginning
of the meeting.
38

39. 
Tell the group what the brief is about
 Example: a new beauty soap

Tell the group what the brief is for
 Television advert for the new soap




Summarise the main points of the brief
Ask the group to repeat the main points
Agree on changes to the brief
Send the group a copy of the revised brief
Only if brief is clearly formulated and understood
can the task be classified as satisfactory performed
39

40. See p.18 (1.9)
Definition: Technique or procedure designed to interrupt,
interfere with or modify an on-going process. An intervention is
a conscious effort to solve problems, neutralise competition, or
end conflict.
This could involve internal or external communication. It can
also use means of non-verbal, oral, written or a combination of
the three.
40

41. 41

42. 1.
Solving less serious or routine problems

2.
Can be done by a disapproving glance, a timeous
gesture from a colleague.
Solving more serious problems
 Disciplinary interview
 Consultation
3.
Solving conflict
 Solving a state of tension between two or more
individuals or groups because the desired outcomes
are mutually incompatible.
 Causes: faulty communication, negative criticism
 Make use of bargaining and 3rd-party interventions
42

43. See p.21 (1.10)
Definition: Information which is conveyed by routs or channels
other than those indicated on the formal organisational chart
(organigram). It involves oral, written and non-verbal comm
through which messages, moods and attitudes are conveyed
either consciously or unconsciously.
Group D
43

44. 44

45. 1.
Grapevine
 Unofficial system of comm where info is based on
rumour or hearsay. Messages orginate from
confidential letters left unattended, voices behind
closed doors etc. It is faceless but powerful.
 It sometimes conveys info which is incorrect
 Cannot eradicate the grapevine, but negative effects
can be minimilised through good communication.
2.
Job and social discussions

Phatic comm: use of words in order to establish
rapport or good social relations rather than to
convey meaning. See example 1.10.2.2
45

46. 




Quicker than formal
Warn management of
problems
Give opportunity to
investigate problems
Barometer for staff
moral
Only negative when
staff is unhappy
Advantages





Waste time
Breed inappropriate
familiarity between jr
and sr staff.
Low moral = gossip,
personal slurs and
unethical staff
behaviour.
Reduce staff moral
Organisation becomes
ineffective
Disadvantages
46

47. See p.23 (1.11)
Definition: Behaviour which is acceptable in the pursuit of the
organisation’s aims and objectives.
47

48. 
An employee owes the employer:
A honest day’s work for an honest day’s pay
Obedience to the rules
One’s best efforts and a positive attitude
Integrity and professional conduct towards superiors,
sub-ordinates and peers
 Respect for the employer’s property
 A professional appearance





A secretary should subscribe to the following
work ethics:
 Punctuality, Neatness, Confidentiality, Professionalism,
Consideration for others
48

49. 49