Vol 18, No 2 (1999)

Since the notion of strategic communication management1
had become popular in
literature and as a result of the Excellence study (Dozier, Grunig & Grunig,1995), many
practitioners and communication management departments have attempted to
implement all or some of the elements of the Excellence theory in order to change the
negative reputation of communication management research. Improving the theoretical
and practical knowledge within the communication management department is one
way of rectifying the aforementioned situation. The new knowledge base would include
a far better understanding of the strategic management process as well as basic and
advanced research practices.
This exploratory study is aimed at describing the nature of communication management
research and its function within the communication management department, as well
as the value thereof within the greater organisation. Communication management
research theory forms the basis of this project, while exploratory qualitative research
was conducted within the South African corporate context in order to supplement
these theoretical perspectives.

The decision to undertake this study was based on the belief that both time management
and the time-allocation framework of the academic year of South African technikons,
specifically as regards journalism, public relations and mass communications programmes,
needs substantial organisational and functional restructuring to come to terms with
radically changed societal, economical, political and educational realities. Legitimacy,
quality assurance and resources are the three main components of an educational
system. Time is a vital resource as well. The major thrust of the study was to ascertain
at first-hand how the American academic calendar works in practice and whether it
offers distinct advantages that could practically and in accordance with current
legislation and policy be introduced in the academic calendar of South African
technikons in general, and communications programmes in particular. This included
looking at continuous student assessment and summative final examinations insofar
as they impact on the use of academic time for teaching. In conclusion, the study
proposes the creation of a new time mould which will result in a more effective use of
existing academic time and also provides a number of additional benefits and
advantages to both student and teacher/instructor

Relationship marketing is a paradigm shift and it is associated with the return of
direct marketing both in business-to-business and business-to-consumer markets
(Seth & Parvatiyar 1995). This paradigm shift in marketing focuses on acquisition and
retention in building and ensuring long-term relations with clients and therefor requires
the integration of proper communication principles. A long-term relationship is
recognised as a very important and basic ingredient of marketing, securing and keeping
customers and can be regarded as a tool for the new millennium.
Many relationship marketing definitions are provided in services marketing, industrial
marketing, bank marketing, advertising and business strategy. To best understand
relationship marketing Morgan and Hunt (1994) propose that “.... relationship marketing
refers to all marketing activities directed toward establishing, developing and
maintaining successful relational exchanges.”
A good relationship is characterised by commitment and trust. According to Morgan
and Hunt (1994), relationship commitment and trust is influenced by relationship
termination cost, relationship benefits, shared values, communication and opportunistic
behaviour. The application of a successful relationship marketing strategy in practice
is therefor based on the adherence to the principles of effective communication. In
future, effective communication can be regarded a major contributing factor to the
marketing effectiveness of enterprises in general and sport unions as a whole. Through
proper implementation of the communication principles, the relationship marketing
practitioner will in the new millennium, ensure survival in a tremendously competitive
environment

The focus of this article is to contextualise information communication technology
(ICT) development within the global information arena through reference to a particular
case study where an ICT was implemented in various areas in South Africa. The article
sheds light on often-conflicting ideologies relating to the effect of information
technology in developing countries in general and in South Africa in particular. It
presents an overview of problems and possible solutions regarding acceptability, use,
sustainability, and best practices. From a research perspective the article investigates
how development initiatives can be supported by adapting this computerised system
to the needs of users within specific contexts. It also intends to discuss general
prohibiting factors in a development arena extending from implementation to usage
at various levels involving diverse role players.

Changes in the South African business environment is placing South African business
organisations under increasing pressure to move toward democratic, non-racial and
fully representative organisational structures. In an attempt to accelerate this process,
companies are embarking on affirmative action and black empowerment programmes in
order to develop previously disadvantaged groups and to assimilate these groups into
existing organisation cultures. The results of these efforts are viewed with interest and
scepticism. This article explores the link between organisational communication and
successful diversity management. An overview of existing literature indicates that
successful diversity management is facilitated by communication processes through
which sufficient shared or negotiated meaning and agreed upon language and behaviours
appropriate to the workplace are constructed. This article explores the importance of
interpersonal communication in organisational sensemaking through the framework of
the Schemata Model of Interpersonal Communication in Organisational Contexts. The
results of the empirical research indicate that individuals’ experiences of the
organisational culture as a context for the construction of meaning, are more important
to diversity management than individual value differences as a result of diversity in
terms of age, gender or race.

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