Professional Documents
Culture Documents
Communication and Organisational Culture of A Small Enterprise Assignment
Communication and Organisational Culture of A Small Enterprise Assignment
2
5.1.5 Step 4: Selecting or developing the research design .................................... 18
REFERENCES ................................................................................................................................... 20
ADDENDUM A – PERMISSION LETTER ..................................................................................... 22
ADDENDUM B – DIARY ENTRY .................................................................................................... 24
6. QUESTION 6 – DIARY ENTRY ............................................................................................... 25
6.1 Communication Challenges being faced at Pekwa Infrasolut Projects ............ 25
6.2 Recommendations on how Pekwa Infrasolut Projects can improve their
communication process............................................................................................................. 25
TABLE OF FIGURES
3
1. QUESTION 1- COMPANY PROFILE
Group refers to a cluster of two or more people who work together for a specific
purpose, usually to the benefit of the individual members of the group, (for example,
students studying together for their own benefit). (Barker, 2013)
Pekwa Infrasolut Projects (Pty) Ltd (PIP) is a South African consulting company
which offers solutions in the planning, procurement, and delivery of infrastructure
in both the private and public services sectors of the built environment
(construction and real estate). It is a company built on a tradition of integrity and
delivery. PIP adopts a team approach that will assist the client to define the routes
that need to be taken to enable the client organisation to meet their organisational
objectives. PIP is owned by two directors and has a team of five built environment
specialists amongst them a quantity surveyor, a project manager and three engineers,
two that are female and three that are male, and both directors are male.
PIP is a small practice that brings together insights and sustainable solutions in
delivering and managing all life cycle phases of service delivery, procurement and
professional development within the built environment industry.
4
2.1.2. Informal networks
2.2 The formal and informal channels of communication within Pekwa Infrasolut
Projects
PIP’s embraces both the formal and informal approach to channels of communication
based on the type of project they will be undertaking at any given time.
The chain network formal approach is usually adopted when PIP is working on a
smaller and less complex project. PIP then uses the all-channel network form of
informal channel of communication on more complex and larger projects.
These communication channels are tailor made to suit the level of complexity of their
projects.
The formal chain approach is adopted on the less complex and smaller projects as it
makes communication easier and formed around one of the directors as the nature of
the project will not require the participation of both directors. The one director then
becomes the focal point who acts as the fifth person who sends formulated answers
back to the relay persons (team). This network channel of communication follows the
organisational hierarchy and chain of command. All the consultants (subordinates)
receive instructions from one of the directors.
5
communicate with other members of the team as information is easily disseminated
and each member is a decision-making centre on their own right. (Baker G. A., 2013).
The informal all-channel approach to communication is adopted by PIP for large and
complex projects. PIP has reasoned that the nature of these projects is such that they
require all the professional disciplines under their service offering which is engineering,
quantity surveying and project management, so it makes more sense to have a more
open and employee problem solving approach. These projects require that the
consultants all work together to provide inclusive and total solutions to infrastructure
issues.
The above two discussed channels are appropriate for PIP as they have clearly defined
their approach to larger and more complex projects and the difference encountered on
the smaller and less complex infrastructure.
Upward networks
Downwards networks
These networks are used by managers to communicate with the employees that report
to them. Messages include instructions and training, information giving (that is,
6
company policy, trends and planning), providing rationale for directions and policies,
and evaluating. (Barker, 2013, p. 77)
Horizontal networks
The flow of communication at PIP is based more on the horizontal model. The nature
of construction projects and built environment requires a lot of focus on problem
solving, coordination of work flow, task coordination and information sharing.
According to the directors, they believe a collaborative approach assists in creating the
tightly knit small but very skilful team that they have. Four of the staff are yet to get
their professional registration and as such a horizontal approach assist in empowering
the candidates and helps develop them quicker, grasping concepts much clearer and
hence giving them the best preparation for the Assessment of Professional
Competence for them to qualify as registered professionals. The goal of this practice
is to promote coordination and cooperation among employees with a similar rank,
position, or status in the company. With this method, organizations aim to improve
skills like problem-solving and teamwork by streamlining the flow of information among
people at equal hierarchical levels. (Romford, 2021). PIP’s horizontal flow of
communication is as illustrated below in Fig 1. As can be deduced from the diagram it
also embraces the circle network pattern of communication. PIP have adopted their
project approach to suit their own internal flow of communication.
7
Project
Manager (
Director)
Quantity
Structural
Surveyor (
Engineer
Director)
Civil Mechanical
Engineer Engineer
3.1 The three management approaches that are often identified in organisations.
Classical management theory is based on the premise that workers only have physical
and economic needs; and unlike more modern workplace management theories, it
does not take into account social needs or job satisfaction. (Villanovau, 2022)
However, the classical management theory champions a specialization of labour,
centralized leadership and decision-making, and profit maximization. This approach
was designed solely to streamline operations, increase productivity and enhance the
bottom line, this management theory arose in the late 19th century and gained
prominence through the first half of the 20th century (Villanovau, 2022). This approach
is typically associated with what Steinberg (1999) refers to as the mechanistic view,
which maintains that control and regulation should be reflected in the managerial and
communication approaches used in the organisation. (Baker G. A., 2013, p. 126)
8
3.1.1.1 The principles of the classical management approach
Scientific Management,
Administrative Management and
Bureaucratic Management (Sofi, 2013)
9
3.1.1.2 The nature of communication in the classical management approach
Although downward communication has the objective of ensuring that employees act
in the best interests of their manager and the organisation, managers often fail to see
the value of encouraging employees to discuss the changes in policies and the plans
of the organisation. (Baker G. A., 2013, p. 129)
This approach explores the impact of the environment on the organisation, as well
as how it affects the internal functioning of the organisation.
Employees share a common rhetorical culture, such as corporative vision, mission,
goals and identification, as well as prescribed ways of arguing, evaluating,
problem- solving and decision making. (Baker G. A., 2013)
10
Management is replaced by leadership which is based on humanistic and
knowledge – enabling approach. These approaches imply that the organisation is
an open system that involves itself in environmental scanning with the purpose of
implementing proactive changes or adaption. (Baker G. A., 2013, pp. 130-131)
An important part of the humanistic management approach is the systems theory,
which facilitates the view of an organisation for the purpose of understanding
communication as a social system. This theory views organisations as consisting
of components or parts that interact with one another.
(Miller, 2003) maintains that people engage in communication with others in hope that
the outcomes might lead to mutual trust. Only through reciprocal (two way) sharing can
people learn about themselves and others. In communication practice, sharing occurs
only when people develop trust in each other.
The humanistic management approach lends credence to the idea that trust and
openness lead to better communication between two or more people when applied.
This approach focuses on organisational development through the establishment of
effective group communication and participation. (Baker G. A., 2013, p. 135).
Proponents of the humanistic management approach contend that a crucial link exist
between communication and employee participation and satisfaction, so that the
organisational communication reflects the goals of management and the process of
change, innovation and growth. (Baker G. A., 2013)
11
satisfaction by emphasising the contributions that employee ideas and experience can
make to effective organisation. (Baker G. A., 2013, p. 137)
There is a strong focus on creating greater value for both the organisation and its
members.
It values individual competencies, internal organisation activities (organisational
culture and communication networks) and external organisational activities
(creating and delivering innovative products or services; managing and enhancing
relationships with existing and new customers, partners, and suppliers through
open communication) (Barker, 2013)
The organisation that adopts this approach is typically change, seeking, and values
change as much as it fears failure to change. (Baker G. A., 2013, p. 138)
It recognises the importance of innovative and value – based social participation
that provides the potential for both employee and organisational development.
(Baker G. A., 2013, p. 139)
If the people involved are only concerned with their own views, perceptions and
opinion, they will not be any communication. It is only when one attempts to
empathetically see the other person’s point of view that successful communication and
negotiation become possible. (Baker G. A., 2013, p. 141). Hence (Barker, 2013)
emphasises that constant, mutual flow of information between the sender and the
receiver is a basic necessity
12
3.2 The management approach evident in Pekwa Infrasolut Projects
The staff of PIP are also diverse not only in their individual qualifications but also, they
have people of different ethnic backgrounds and likewise religious beliefs. It was
interesting noting the robust debates around the table at their weekly Management
meetings. Every view is considered on its merit and also backed up by further research
and peer review. PIP’s horizontal hierarchy would seem to have contributed a lot to
these interactions as they are no fears or attitudes towards the directors but members
are free to discuss and challenge each other freely.
Knowledge is freely shared and there is a concerted and visible drive towards infusing
individual and corporate knowledge into the organisation to enable shared
understanding between management and employees. PIP also send individual
members to industry related short courses/talks and workshops, the outcomes of which
are freely shared and discussed at meetings by the whole team before being uploaded
to the Knowledge Sharing platform on their intranet.
The observations and the ease with which knowledge management is applied by PIP
could also be because they are still small in size and it remains to be seen if they can
maintain the same level of transparency and energy when they expand as a practice.
It would also be interesting to revisit them when they are a big organisation with
perhaps additional leaders and observe if the principles and direction would still be the
same.
13
3.3 The communication approach that is evident in PIP.
The communication approach that is evident at PIP with regards to the knowledge
management approach is the horizontal model adopting the all-channel network
communication approach.
In my opinion, it would seem that knowledge management would thrive in this sphere
of communication. According to (Gore, 1999) organisational knowledge is equally
associated with actions and is also created within the organisation by means of
information and social interaction. The free communication environment at PIP would
definitely suit this approach best as they are constantly updating information and trends
in their industry both informally and formally, empowering each other with knowledge
for the benefit of the company as a whole. As (Baker G. A., 2013) states, the knowledge
management approach aspires to maximise both organisational productivity and
individual need satisfaction by emphasising the contributions that employee ideas and
experience can make to effective organisational functioning.
The all channel network approach maximises opportunities for feedback and results in
greater accuracy of messages. (Baker G. A., 2013). This , in my opinion would be most
ideal for PIP as the appear to thrive on knowledge management and the ease with
which they can interact informally having no restrictions to communication.
14
4. QUESTION 4 – ORGANISATIONAL CULTURE
Culture
Climate
4.2.1 Artefacts
15
Language: For example, jokes, anecdotes, stories, metaphors and jargon.
4.2.2 Language
Behaviour designate the systematic standard activities that enable the organisation to
reach its goals (Trice & Beyer,1993). Norms are the rules for behaviour that guide
members in terms of which behaviour is appropriate in specific situations, and these
norms result from two – way communication. (Barker, 2013, p. 92)
4.2.4. Heroes
Heroes are symbolic models of valued attitudes and behaviour. According to Deal and
Kennedy (1982), heroes (such as the founder of an organisation) fulfil the following
vital functions in organisations. They
16
4.2.5 Psychological phenomena
Beliefs: refer to what people think – they are not necessary true.
Attitudes refer to evaluations or learned predisposition for responses
(favourable or unfavourable), that are based on feelings. (Barker, 2013, p.
93)
As discussed previously, PIP members work as a team organisationally and they have
adopted the horizontal communication model. Their members coordinate their tasks,
work together, and resolve conflicts as a team. The horizontal communication also
occurs formally in meetings, at presentations, and also through formal electronic
communication. Communication is also informal through office casual exchanges.
PIP seem to have an internal communication problem which has manifested itself as
territoriality. Territoriality occurs when members of an organization regard other
people's involvement in their area as inappropriate or unwelcome (Davis, 1969). This
became evident in their weekly technical meeting, which was very different from the
management meeting which had revealed a well-oiled machine that freely shares
information across the team.
Identified question: Would the employment of engineers only at PIP reduce the level
of territoriality?
17
workers. Horizontal communication problems can occur because of territoriality,
rivalry, specialization, and simple lack of motivation. Territoriality occurs when
members of an organization regard other people's involvement in their area as
inappropriate or unwelcome. (Davis, 1969)
Territorial feelings and behaviours are important, pervasive, and yet largely overlooked
aspects of organizational life. Organizational members can and do become territorial
over physical spaces, ideas, roles, relationships, and other potential possessions in
organization. (Graham Brown, 2005)
Furthermore, (Erkic, 2022) states that a territoriality mentality can severely damage
lateral communication at the workplace. When teams operate in silos, it can be quite
challenging to shift to more open, and collaborative lateral communication. Apart from
damaging cross-team communication and collaboration, the territoriality mindset
further limits the employee’s overall motivation to get involved in any conversations
outside their immediate areas.
To determine whether the employment of engineers only at PIP would make it easy for
the team to be cooperative with each other and do away with territoriality within the
organisation.
A qualitative research design would suit the intention of examining the properties,
values, needs or characteristics that distinguish individuals, groups, communities,
organisations, events, settings or message. (Du Plooy, 2001). The required results
will be generated from the following methodologies;
Focus groups
Interviews
Case Studies
Field observation
Participant observation and ethnography
Self-recorded diaries
18
The methodology to be adapted for a research on the issue in this organisation would
be field observation coupled with interviewing.
19
REFERENCES
Davis, K. (1969). Grapevine Communication Among Lower and Middle Managers. Personnal Journal,
272.
Gore, C. &. (1999). Knowledge Management : The way forward. Total Quality Management ,S554.
20
Miller, K. (2003). Organisational Communication: Approaches and Processes. Melbourne: Thomson
Wadsworth.
Sofi, S. (2013). The Changing Concept of Management. National Monthly Refereed Journal of
Research in Commerce &, 157-164.
Swart, J. (1973). The worth of humanistic management: some contemporary examples. . Business
Horizons 16(3), 41-50.
21
ADDENDUM A – PERMISSION LETTER
22
To Whom It May Concern
31 May 2022
Re: Permission for Raesibe Peggy Ngoasheng to observe the office operations of Pekwa
Infrasolut Projects for a period of five working days
Dear Ms Ngoasheng
We would like to inform you that we have accepted your request to come and observe our business
and organisational culture in partial fulfilment of your academic endeavours. We would however, like to
extend your visit from one day to five working days as we realise that we are currently going through a
busy period and our team is in and out of the office most of the time, on construction sites. We feel that
a period of five working days would perhaps be more suitable for the nature of your observation and
enable you to get a better understanding of our organisational culture. You will also get to experience
our technical and managerial meetings which are held on different days. We are therefore proposing
your visit to be from 6th June 2022 to 10th June 2022.
Please feel free to contact us should you need any further clarification or assistance. We look forward
to hosting you and assisting you to the very best of our capabilities in your academic pursuits.
Yours Sincerely
Valentine Chadyiwa
Managing Director
23
ADDENDUM B – DIARY ENTRY
24
6. QUESTION 6 – DIARY ENTRY
• team members now seem to be unwilling to expend the additional effort needed
to reach out beyond their engineering team
• the engineers are starting to working in silos as they even have their own
section in the offices which is separated from the other consultants
• the directors need to urgently consider how office redesign can have an impact
on collaboration and mix the engineers with the other consultants instead of
them having their own section
• the company should host team lunches and other team building exercises such
as camping, host get togethers such as picnics and lunches, to foster team
unity.
25