Making the organisation learn: Demystification and management action

The learning organisation (LO) is both a concept and a particular methodology within the larger domain of organisational development (OD). To fully appreciate the premises of LO, it is necessary to fall back on the main premises of OD, beginning with the view of the organisation as an open system. Many of the established concepts of systems science as applied to organisational systems--such as system robustness, system intelligence, and system proactivity-- have a direct bearing on the capacity for continuous learning in the organisation. Moving on from concepts to action, an organisation needs a set of working practices to acquire the characteristics of a learning organisation. One particularly useful 'gateway' for the LO process is a comprehensive performance management system that compels the organisation's membership to re-examine ideas of performance and the assumptions about organisational processes underlying management practices. The gateway follows the action-research paradigm and appears well suited to non-profit development NGOs.     

Nuclear Terrorism: What Can We Learn from Los Alamos?

ABSTRACT

The international security community is increasingly concerned about the nexus between indiscriminate terrorism and the proliferation of nuclear technology and materials. Many nuclear terrorism threat assessments focus primarily on terrorist motivations to employ an atomic bomb, the availability of nuclear know-how and technology, and the opportunity for clandestine organisations to acquire fissile material. Scholars and experts, however, often neglect to elaborate on the challenges for terrorist organisations in organising and implementing the construction and detonation of a crude atomic bomb. This will most likely be a complex project. This article will therefore explore the organisation of such an endeavour. To be precise, we will highlight the impact of the organisational design of the terrorist group. The organisational design determines the division of tasks and how coordination is achieved among these tasks. It therefore has a strong impact on the functioning of any organisation, especially an innovative and complex terrorism project. Building on a case study of Los Alamos, we inductively infer that terrorist organisations face an inherent effectiveness-efficiency trade-off in designing a nuclear armament project.     

Employees’ Acceptance of E-Newsletters for Organisational Information Transfer

ABSTRACT

Internal marketing and internal communication collectively strive to build relationships with, empower, and motivate employees to foster an organisational culture of support for organisational goals and objectives to be met and organisational success achieved. Electronic newsletters support internal marketing and internal communication endeavours as they serve the purpose of transferring organisational information to employees. E-newsletters can be tested to determine whether employees willingly utilise them for their intended purposes. By means of a quantitative research approach, utilising regression to analyse the empirical data, a study was conducted to determine employees’ acceptance of e-newsletters. This was conducted by means of an adapted technology acceptance model (TAM), and a self-administered e-mail survey was disseminated to employees of a higher education institution. Based on the research results, employees perceive TAM differently to what is put forward in literature, which results in the acceptance of e-newsletters for the purpose of transferring organisational information. Results show that respondents perceived two of the factors of TAM as one factor. In addition, the results provide insight into how academic employees perceive e-newsletters and what practical changes can be made to e-newsletters in order to cater to employees’ preferences.     

The case for ‘face-time’ in a computer-mediated global economy

Abstract

The structuring of marketing and communication management within key organisations in South Africa is changing. These changes are affecting the relationship between marketing and communication practitioners, as well as the key tasks they are responsible for within the organisation. Globally, companies are downsizing, restructuring and eliminating hierarchy. This article investigates how key South African companies have responded to these changes, by looking at how the marketing and communication functions are structured within the organisation. Marketing and communication managers from top South African companies were interviewed telephonically. Findings from the study indicate that the two functions are progressively moving towards an integrated approach. However, a commonly agreed organisational structure is still not pervasive. Each organisation structured the marketing and communication functions differently, and various perspectives existed on the key tasks of both marketing and communication managers. From these findings, it is evident that the relationship between marketing and communication, as well as the role and tasks of marketing and communication managers, is still very diverse in the South African context.     

Towards a new model to describe the organisation–stakeholder relationship-building process: A strategic corporate communication perspective

Abstract

Successful organisations depend on stakeholder perceptions to address changes in turbulent organisational environments, report on the social and environmental impact of activities, the prevalence of public activism, globalisation, emerging issues and crises, and the need to be good corporate citizens through ethical and socially responsible behaviour. Despite the current emphasis on stakeholder relations and management, a lack of research exists on how to build these relationships. This article aims to report and discuss the findings of a study that explored the lack of organisation–stakeholder relationship (OSR) building models, to emphasise the elements and development of an OSR and highlight the need for a generic, strategic, integrated approach for sustainable OSR to contribute towards organisational effectiveness. This will be done using an exploratory literature review to constitute a conceptual framework for OSR building, of which the principles of the framework will be measured among leading Johannesburg Stock Exchange-listed South African organisations, by means of a quantitative web-based survey and qualitative one-on-one interviews. The dominant focus on organisational stakeholders has provided added impetus and importance to the role of corporate communication, hence, this article will simultaneously endeavour to highlight the importance of practising corporate communication strategically, by emphasising its role in OSR.     

International Policing in Bosnia and Herzegovina. The Issue of Behavioural Reforms lagging behind Structural Reforms,including the Issue of Reengaging the Political Elite in a New System1

Abstract

Police Reform in Bosnia went through different phases. Particularly when starting to address the organisational reform of police forces, new structures and institutions were introduced. This, however, was undermined by the behaviour of leading police officers and particularly the political elite fearing for their influence over the police. The essay argues that in such reforms, in particular at later stages of a reform process, when the organisational setup and the culture of policing is addressed, they tend to be hampered by a lagging behind of mindsets compared to the establishment of new structures/institutions, in particular also in the political elite—a factor that needs to be taken into consideration and that leads to the conclusion that police reform needs a long breath to be continued engagement to become irreversible and sustainable.     

Organisational learning: A borrowed toolbox?

Learning organisations and their focus on fundamental change have been seen as having considerable potential for making organisations more gender equitable and improving their capacity to undertake development or human rights work that is not gender biased. This article, developed by the Gender at Work Collaborative, explores the usefulness of ideas related to learning organisations in changing institutions for gender equality. While this collection of ideas and practice are seen as helpful, a deconstruction of organisational learning points out some difficulties with this body of work and proposes an enhanced toolbox, which would pay attention to such factors as power relations, the spiritual basis of the work, and the gendered 'deep structure' of organisations.     

The learning organisation: conditions of possibility in a feminist NGO

Amidst criticism of the concept of “the learning organisation” there is a perspective which is both critical of, and open to, innovative ways of developing the notion of a learning organisation. This article contributes to this perspective by examining the learning practices of a feminist NGO which operates across Southern Africa. The ways in which this NGO has interpreted the idea of a learning organisation and put it into practice are an example of a bottom-up approach which is informed by humanism. The findings of this qualitative study demonstrate both innovative possibilities for organisational learning and potential pitfalls.     

The role of communication in managing the safety climate of construction site environments

Managers in the construction sector are met with a critical charge: they are responsible for the safety of employees in one of the most notoriously dangerous industries in the world. In terms of managing the safety climate of construction site environments, no recommendations have been made in the literature that truly elucidate the role of organisational communication therein. The aim of this research was to fill this void by enriching the seminal work of Mohamed (2002) which focusses on the nature of the safety climate in construction organisations, and the factors it is comprised of. To this end, the research comprised a data-triangulated qualitative and quantitative empirical study undertaken at nine different construction sites in South Africa, which allowed for the reformulation of the model for safety climate management in construction environments, with an added understanding of the role of communication therein. The findings indicated that communication is conducive to a positive safety climate when it is managed to be strategic, holistic, relational and symmetrical. The model put forward in this article offers an empirical application of the four identified constructs of communication, which gives way to data-driven recommendations for use in construction organisation settings.     

An unwilling client: how Hosni Mubarak's Egypt defied the Bush administration's ‘freedom agenda’

When the George W Bush administration announced the ‘freedom agenda’ in the Middle East, officials claimed it marked a major break in United States (US) foreign policy. In 2005, the administration intensified efforts pressuring Egypt, a client state, to democratize. However, the US continued pursuing security cooperation with and providing military aid to Egypt. Egyptian President Hosni Mubarak repelled US reform efforts by exploiting the normative inconsistency between democratization and security in the war on terror. This paper reviews Mubarak's ‘balking’ strategy (Stephen Walt, Taming American power, New York: WW Norton, 2005), including feigning compliance through nominal legal changes and counter-arguments to buy time until the inconsistencies in US policy came to a head. By 2006, the US had abandoned the freedom agenda and the Egyptian regime had embarked on a repression campaign. As I argue, the implications of the contradictions in US policy towards Egypt demonstrate that weaker client states may enjoy increased agency vis-à-vis a weakly committed patron hegemon.     

Humanitarian principles and organisational culture: Everyday practice in Meédecins Sans Frontié res-Holland

Organisational principles or value standards are considered crucial for maintaining quality in humanitarian assistance. Research among staff members of Médecins Sans Frontières-Holland (MSF-H) showed that fieldworkers construct their own interpretations of principles and priorities in response to demands placed on them in the field. Organisational principles are important for the performance and the well-being of volunteers: they serve as beacons, identity markers, and interpersonal 'glue'. It also becomes apparent that while in practice staff members renegotiate the formal principles of their organisation, they also adhere to patterns of organisational culture resulting in a number of ordering principles they deem typical of their organisation.     

A critical evaluation of the Downs-Hazen instrument (CSQ) by measuring employee communication satisfaction at a private higher education institution in South Africa

Abstract

The aim of this article is to provide a critical evaluation of the Downs-Hazen instrument (Communication Satisfaction Questionnaire) (CSQ) by applying it to the measurement of employee communication satisfaction at a private higher education institution in South Africa. Three communication satisfaction dimensions, consisting of eight constructs, were measured. The results indicated that although employees are satisfied with their relationship with superiors, a need exists for improved communication on the psychological atmosphere in the organisation; the information employees receive about their immediate work environments, meetings and written directives; horizontal and informal communication that is accurate and free flowing; information about the organisation as a whole; as well as the way in which employees are being judged and appraised.

A final conclusion is that the Downs-Hazen CSQ is still applicable even though it was first developed almost 30 years ago. Furthermore, the adjustments to items in this study did not affect the reliability of the adapted questionnaire.     

The PIRA,D-Company,and the Crime-Terror Nexus

This article compares and contrasts the Provisional Irish Republican Army (PIRA) and D-Company, two seemingly dissimilar organisations that nonetheless share some striking commonalities, especially in regards to the use of tactics that contradict their declared ideology in pursuit of a larger goal. First, the growing relationship between organised criminal syndicates and terror groups is discussed and Makarenko's well-known “Crime-Terror Continuum” introduced. Following this, a historical overview and an analysis of the organisational structure of the PIRA is provided and organisational models proposed. Further, the founding and development of D-Company is addressed in addition to the syndicate's intricate involvement in the 1993 Bombay Blasts. Similarly, organisational models are offered and conclusions drawn. This work then moves to a comparative analysis of the organisational and operating structure of the PIRA and D-Company and finishes with a brief conclusion. This article argues that although criminal syndicates and militant groups may have different organisation structures, the line that distinguishes their activities has begun to blur and the space between Makarenko's graduated levels is becoming smaller and less discernible, thus rendering her model obsolete.     

The human organisation: challenges in NGOs and development programmes

It is frequently contended that NGOs and the wider context of development are intrinsically different from other organisational settings within which Human Resource Development (HRD) is believed to play an important role. The author outlines the basic concepts underpinning human development within organisations, and organisational development, and sets out the arguments for greater investment in people. While this can raise ethical and practical issues in organisations that depend on external funds rather than generating their own income, the failure to develop the staff on whom a development organisation ultimately depends carries far greater risks. Management and specifically HRD are not desk-bound activities that can be pursued through the application of protocols and sanctions, but require vision, leadership, and hands-on engagement.     

Victims of ‘Friendly Fire’? The NRF,the EU BG and Contested Identity Constructions within the Transatlantic Community

Abstract

The NRF and the EU BG were launched to enable NATO and the EU respectively to shed some of their Cold War roles and begin to incorporate new organisational functions as means to meet their members’ needs in a changing global security environment. However, since their launch the two rapid reaction forces have both failed to fully consolidate. Our argument is that an examination of intra-NATO/EU contested identities at three levels (supra-state, state and sub-state) provides us with additional insights for the lack of success in consolidating the two sets of rapid reaction forces.     

The changing political culture of the African National Congress

The early elite of the African National Congress (ANC) embraced values of moral improvement, individual responsibility and a sense of social consciousness. The ANC now governs South Africa, but with what appears to be a different set of principles. The current scourge of corruption, increasing state control, coupled with a general lack of service delivery point to behaviour of the ruling party which is inward-looking, self-seeking and self-preserving. Arguing that political culture and its accompanying values and attitudes is a prime motivator of behaviour, the paper seeks to understand the changing political culture of the dominant party. To understand the political culture of the ANC we use interviews with ANC parliamentarians and ANC supporters conducted in 2006–2007 and 2013 as well as an analysis of the ANC's Strategy and Tactics policy documents. We contend that the liberal values of the early elites were never fully embedded, but in their stead is a liberationist culture, where the state is normatively understood to be extensive and embodying the will of the people. We argue, that through the resulting centralized determination of the interests of the people, patronage networks, and diminishing of accountability, a system conducive to corruption and the pursuit of personal interest is created.     

Coming to grips with organisational values

Every organisation has certain core convictions about its endeavours and about the ways to go about its work. When these convictions are translated into relatively enduring practices they can be called organisational values. Managing an organisation's value system is an important strategic task in itself, and the concepts and methods for undertaking this task are examined in this paper.     

Relationship Management with Managers of Countrywide Offices of SEESA: A Case Study

Employees are a crucial stakeholder group for organisations since they determine the degree to which they achieve their goals. It is therefore necessary to build strong relationships with the workforce to encourage employee engagement, which implies that employees’ individual goals are aligned to those of the organisation. To build strong relationships, internal communication should be managed strategically. However, when an organisation has offices around the country, internal relationship management can be impeded, which adversely affects the entity attaining its goals. In this qualitative study, the case of SEESA, a national labour law organisation specialising in providing legal services to employers, was investigated to determine the way in which it manages relationships with its nationwide managers. A mixed-method approach was followed, using semi-structured interviews and questionnaires to gather data. The findings indicated that, despite studies elsewhere indicating a communication and relationship building strategy as a prerequisite for building strong organisation-employee relationships, the outcomes of such relationships can be present without a formal internal communication strategy. This can occur provided the organisation is inclined towards a symmetrical world view, has an open culture and encourages two-way communication with top management. Suggestions for managing relationships with employees in nationwide offices are made.     

Intelligence culture and intelligence failure in Britain and the United States

This article argues for the value of a theory of ‘intelligence culture’ in understanding not only how national intelligence systems work but also how intelligence failures occur in those systems. A model of national intelligence cultures in the governments of the United Kingdom and United States of America is developed combining existing work on organisational culture in the two countries with the author's comparative analysis of different conceptions of intelligence culture in the two systems. This model is used to develop a failure mode analysis of the two systems, which is then tentatively assessed against representative examples from the two countries, culminating in application of the model to the failure of both intelligence systems to correctly estimate Iraqi weapons of mass destruction capabilities prior to March 2003.     

Towards an emerging paradigm of strategic communication: Core driving forces

Abstract

Major forces such as globalisation, the digital network revolution and the empowerment of myriad new stakeholders have resulted in a blurring of communication genres such as marketing and corporate communications, and are redefining the role of the communications professional within business and society. Such fundamental changes require that both scholars and practitioners challenge their own assumptions and consider the implications of these paradigm shifts. The values of the modernist age, resulting in linear, top-down, consensus-seeking decision-making behaviour, must be revisited to make way for emerging values such as activism, dialogue, communal values and dissent, which allow for co-creation and a multiplicity of viewpoints. This article reflects on paradigmatic debates and identifies shifts from modern to postmodern organisational practice, and how these impact on communication practices and integrated communication. Consideration is given to some theoretical, practical, research and educational implications of these shifts as core driving forces towards the new emerging paradigm of strategic communication, which can best be conceptualised as purposeful communication to realise the organisational mission.