Exam (elaborations)
A Master class Organisational Communication Theory COM4807 assignment 1
- Institution
- University Of South Africa (Unisa)
A Master class Organisational Communication Theory COM4807 assignment 1
[Show more]
Content preview
Organisational Communication TheoryCOM4807
ASSIGNMENT ONE (1)
(a) Provide a discussion on the contemporary organisational environment that
is characterised by volatility, uncertainty, complexity and ambiguity (VUCA) to
serve as contextualisation.
The current organisational environment is increasingly described by the acronym
VUCA, which stands for volatility, uncertainty, complexity, and ambiguity. This
concept reflects the challenging conditions in which organisations operate today.
Here is a breakdown of the individual components:
Volatility: the nature and dynamics of change and the nature and speed of the
forces and catalysts of change. Organisations face rapid and unexpected
changes that can come from many sources, such as economic shifts, political
upheavals, or technological advances (Baran and Woznyj, 2020).
Uncertainty: lack of predictability, the prospect of surprise, and a sense of
awareness and understanding of problems and events. As the future becomes less
and less predictable, organisations try to anticipate and plan for upcoming events
(Brodie, 2019).
Complexity: the multiplex of forces, the confusion of issues, and the chaos and
confusion that surround the organization Organisations deal with interconnected
systems where one change can have a domino effect across the entire organisation
(Cawla and Lenka, 2018).
Ambiguity: the vagueness of reality, the possibility of misreading, and the mixed
meanings of terms; confusion of cause and effect. Decision-making is more difficult
because there is often no clear cause-and-effect relationship.
Organisations operating in the VUCA world must be agile, adaptable, and ready for
rapid change (Chitranshi, 2021). They need to develop strategies that are flexible
and robust enough to handle the unpredictability and complexity of the
environment. This includes fostering a culture that is comfortable with change and
, uncertainty, investing in continuous learning and development, and taking a
proactive approach to identifying and managing risks.
Leadership in a VUCA environment also requires a new set of skills, including
the ability to:
Communicate clearly amid noise and confusion.
Understand and navigate complexity, and understand interrelated factors.
Anticipate and quickly react to unexpected changes.
Stay flexible and adaptable with the ability to switch strategies as needed.
In short, a VUCA world challenges traditional approaches to management and
leadership and requires a more dynamic, responsive, and innovative way of thinking
to thrive in the face of constant change and uncertainty. Organizations that
master the art of navigating the VUCA environment will be better positioned to seize
opportunities and achieve success (Cornelissen, 2006).
Interactive communication technologies (ICT) have revolutionized the
way organizations communicate, both internally and externally. These technologies
include a wide range of tools and platforms that facilitate real-time two-way
communication and enable more dynamic, immediate, and collaborative exchanges.
The impact of ICT on organizational communication is profound and affects not only
the speed and efficiency of information exchange but also the hierarchical structure
and cultural dynamics of organizations.
(b) Paradigmatic changes in organizational communication
Overton-De Klerk and Verwey (2013) identified several paradigmatic shifts in
strategic communication influenced by the advent of ICT. These shifts mean a
departure from traditional, linear models of communication to more complex,
interactive, and collaborative forms:
From monologue to dialogue: ICTs have shifted the communication model from a
one-way dissemination of information to a two-way dialogue. This allows for
feedback, engagement, and a more participatory form of communication where all
voices can be heard. In the past, communication within organizations was mainly
one-way, information flowed from top management to employees in a monologue
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through EFT, credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying this summary from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller joshuarisinamhodzi. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy this summary for R133,33. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
75057 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy summaries for 14 years now