BMNG6212/6222

BUSINESS MANAGEMENT 2B

Material for Learning Unit 8

(2023)

This material enjoys copyright under the Berne Convention. In terms of the Copyright
Act, no 98 of 1978, no part of this manual may be reproduced or transmitted in any
form or by any means, electronic or mechanical, including photocopying, recording or
by any other information storage and retrieval system without permission in writing
from the proprietor.

The Independent Institute of Education (Pty) Ltd is registered with the Department of Higher
Education and Training as a private higher education institution under the Higher Education
Act, 1997 (reg. no. 2007/HE07/002). Company registration number: 1987/004754/07.

© The Independent Institute of Education (Pty) Ltd 2023 Page 1 of 30

 BMNG6212/6222

Using this Guide

This material has been developed to serve as your primary source of reference for
Learning unit 8: Communication and Interpersonal Relations. Although there is no
prescribed textbook for this learning unit, most of the work is sourced from the following
material:
• Smit, P.J., Cronje, G.J. & Brevis, T. (2012). Management Principles: A
Contemporary Edition for Africa. 5th ed. Cape Town: Juta.
• Erasmus, B.J., Strydom, J.W. & Rudansky-Kloppers, S. (2014). Introduction to
Business Management. 9th ed. South Africa: Oxford University Press.
• Bateman, T.S. & Snell, S.A. (2015). Management: Leading & Collaborating
in the Competitive World. 11th ed. New York: McGraw-Hill.

All the notes for this learning unit are given in this material but you are encouraged to
study wider. Focus should be given to all pages in this material. Various activities and
revision questions are included in this material. In order to prepare yourself effectively
for assessments you should work through all the activities. These are designed to help
you to engage with the subject matter as well as to help you prepare for your
assessments. Furthermore, useful references are provided to assist you with
developing a deeper understanding of the content. This material must be used in
conjunction with all other resources provided on the learn platform.

Content provided in this guide will be assessed, please refer to the Module Outline
for more information regarding leaning units and assessments.

You must use your prescribed textbook “Brevis, T. Vrba, M. (ed). 2022.
Contemporary Management Principles. Cape Town: Juta” for ALL other learning
units.

© The Independent Institute of Education (Pty) Ltd 2023 Page 2 of 30

 BMNG6212/6222

Learning unit 8: Communication and

Interpersonal Relations.
My notes
Learning Objectives:

• Discuss the communication process;

• Analyse the communication process in order to identify
problems;
• Discuss the various aspects of organisational
communication;
• Differentiate between formal and informal
communication;
• Discuss the barriers to effective communication;
• Recommend ways in which managers can become
better communicators;
• Discuss the impact of information technology on the
communication process;
• Discuss interpersonal relationships in terms of conflict
and negotiation.
How to prepare for this learning unit:
• Before the first class, be sure that you read the entire
chapter.
• As you read these sections, see if you can find the
answers to the review questions.

© The Independent Institute of Education (Pty) Ltd 2023 Page 3 of 30

 BMNG6212/6222

1 Introduction
Bateman & Snell (2015:498) states that communication is the
transmission of information and meaning from one party to
another through the use of shared symbols.

Robbins, DeCenzo & Coulter (2015:387) states that the

importance of effective communication for managers cannot be Everything a manager
does involves
overemphasized for one specific reason: everything a manager
communicating.
does involves communicating. Not some things but everything. A
manager can’t formulate strategy or make a decision without
information. That information has to be communicated. Once a
decision is made, communication must again take place.
Otherwise, no one will know that a decision has been made. The
best idea, the most creative suggestion, or the finest plan cannot Activity: Consider the
take form without communication. Managers, therefore, need following:
effective communication skills. We’re not suggesting, that good
communication skills alone make a successful manager, but that Who do you communicate
communication is a vital skill that most managers need. We can with on a daily basis?
say, however, that ineffective communication skills can lead to a
What types of things do
continuous stream of problems for a manager.
you communicate to these
individuals?
2 The Communication Process
2.1 How Does the Communication Process
Work?
Bateman & Snell (2015:498) state that the sender initiates the What are the possible
process by conveying information to the receiver - the person for consequences of reporting
whom the message is intended. The sender has a meaning he to a manager who has
or she wishes to communicate and encodes the meaning into limited communication
symbols (the words chosen for the message). skills?

Then the sender transmits, or sends, the message through some When managers and other
channel, such as a verbal or written medium. The receiver members of an organization
are ineffective
decodes the message (e.g., reads it) and attempts to interpret
communicators,
the sender’s meaning. organisational performance
suffers and any competitive
The receiver may provide feedback to the sender by encoding a advantage the organization
message in response to the sender’s message. might have is likely to be
lost. Moreover, poor
The communication process often is hampered by noise, or communication sometimes
can be downright
interference in the system, which blocks perfect understanding. dangerous and even lead to
tragic and unnecessary loss
Note: Noise could be anything that interferes with accurate of human life.
communication: ringing telephones, thoughts about other things, Source: Jones, GR., George, JM.,
(2015). Contemporary Management.
or simple fatigue or stress. 8th Ed. New York: McGraw-Hill.

© The Independent Institute of Education (Pty) Ltd 2023 Page 4 of 30

 BMNG6212/6222

A manager who is alert to potential problems can perform each

step carefully to ensure more effective communication.
Moreover, poor communication sometimes can be downright
dangerous and even lead to tragic and unnecessary loss of
human life. For example, researchers from Harvard University
studied the causes of mistakes, such as a patient receiving the
wrong medication, in two large hospitals in the Boston area. They
discovered that some mistakes in hospitals occur because of
communication problems - physicians not having the information
they need to correctly order medications for their patients or
nurses not having the information they need to correctly
administer medications. The researchers concluded that some of
the responsibility for these mistakes lies with hospital
management, which has not taken active steps to improve
communication.

Communication problems in airplane cockpits and between flying

crews and air traffic controllers are unfortunately all too common,
sometimes with deadly consequences. In the late 1970s two jets
collided in Tenerife (one of the Canary Islands) because of
miscommunication between a pilot and the control tower, and
600 people were killed. The tower radioed to the pilot, “Clipper
1736 report clear of runway.” The pilot mistakenly interpreted this
message to mean that he was cleared for take-off. Unfortunately,
communication problems persist in the airline industry. In 2009 a
Northwest Airlines Airbus A320 flew 150 miles past its
Minneapolis destination while the crew of the airplane were out
of contact with air traffic controllers for over an hour.’ (Jones,
GR., George, JM., (2015). Contemporary Management. 8th Ed.
New York: McGraw-Hill).

Robbins et al (2015) is of the opinion that communication can be

thought of as a process or flow. Communication problems occur
when deviations or blockages disrupt that flow. Before
communication can take place, a purpose, expressed as a
message to be conveyed, is needed. It passes between a source
(the sender) and a receiver. The message is encoded (converted
to symbolic form) and is passed by way of some medium
(channel) to the receiver, who retranslates (decodes) the
message initiated by the sender. The result is communication,
which is a transfer of understanding and meaning from one
person to another.

© The Independent Institute of Education (Pty) Ltd 2023 Page 5 of 30

 BMNG6212/6222

2.2 The Communication Process

Note:

Students must know the

communication process in
detail and must also be able
to provide examples for
each part.

Figure 1: The Communication Process.

Source: Robbins SP, & DeCenzo DA, Coulter, M, (2015:388).
Fundamentals of Management. Essential Concepts and
Applications. 9th ed. Prentice Hall. New Jersey.

The communication model by Robbins et al (2015;389) has

seven parts: (1) the communication source or sender, (2)
encoding, (3) the message, (4) the channel, (5) decoding, (6)
the receiver, and (7) feedback (Robbins, DeCenzo & Coulter.
9th Ed. 2015:387 – 388).

• Part 1 and 2. The source initiates a message by encoding

a thought. Four conditions affect the encoded message:
skill, attitudes, knowledge, and the social cultural system.

• Part 3. The message is the actual physical product from

the source that conveys some purpose. When we speak,
the words spoken are the message. When we write, the
writing is the message. When we paint, the picture is the
message. When we use gestures, the movements of our
arms, and the expressions on our faces are the message.
Our message is affected by the code or group of symbols
we use to transfer meaning, the content of the message
itself, and the decisions that we make in selecting and
arranging both codes and content.

© The Independent Institute of Education (Pty) Ltd 2023 Page 6 of 30

 BMNG6212/6222

• Part 4. The channel is the medium through which the

message travels. It’s selected by the source, who must
determine whether to use a formal or an informal channel.
Formal channels are established by the organisation and
transmit messages that pertain to the job-related activities
of members. Jones et al (2015:318) states that when
relying on verbal communication, managers can choose
from a variety of communication media, including face-to-
face communication in person, written letters, memos,
newsletters, phone conversations, e-mail, voice mail,
faxes, and videoconferences. When choosing among
these media, managers need to take into account the level
of information richness required, time constraints, and the
need for a paper or electronic trail. A primary concern in
choosing an appropriate medium is the nature of the
message. Is it personal, important, non-routine, and likely
to be misunderstood and in need of further clarification? If
it is, face-to-face communication is likely to be in order.
They traditionally follow the authority network within the
organisation.

Other forms of messages, such as personal or social,

follow the informal channels in the organisation. Robbins et
al (2015:389) states that the grapevine is the unofficial way
that communications take place in an organization. It’s
neither authorized nor supported by the organization.
Rather, information is spread by word of mouth - and even
through electronic means. Ironically, good information
passes among us rapidly, but bad information travels even
faster. The grapevine gets information out to organizational
members as quickly as possible. The biggest question
raised about grapevines, however, focuses on the
accuracy of the rumours. Research on this topic has found
somewhat mixed results. In an organization characterized
by openness, the grapevine may be extremely accurate. In
an authoritative culture, the rumour mill may not be
accurate. But even then, although the information flowing
is inaccurate, it still contains some element of truth.

• Part 5 and 6. The receiver is the person to whom the

message is directed. However, before the message can be
received, the symbols in it must be translated into a form
that can be understood by the receiver - the decoding of
the message. Just as the encoder was limited by his or her
skills, attitudes, knowledge, and social cultural her skills,
attitudes, knowledge, and social cultural system, the
receiver is equally restricted.

© The Independent Institute of Education (Pty) Ltd 2023 Page 7 of 30

 BMNG6212/6222

Accordingly, the source must be skilful in writing or

speaking; the receiver must be skilful in reading or
listening, and both must be able to reason. A person’s
knowledge, attitudes, and cultural background influence his
or her ability to receive, just as they do the ability to send.

• Part 7. The final link in the communication process is a

feedback loop. “If a communication source decodes the
message that he encodes, if the message is put back into
his system, we have feedback”. Feedback is the check on
how successful we’ve been in transferring our messages
as originally intended. It determines whether understanding
has been achieved. Given the cultural diversity that exists
in our workforce today, the importance of effective
feedback to ensure proper communications cannot be
overstated.

2.3 Areas in the Communication Process

Activity:
Where Problems May Occur
Do you think that using the
2.3.1 Confusion in Communicating application WhatsApp to
communicate with one
Lack of mutuality is one of the most common causes of another can cause
misunderstanding or failure of communication. In Bulgaria and confusion?
some parts of India and East Africa, for example, ‘yes’ is
indicated with a side-to-side shake of the head, ‘no’ is indicated
with a nod. Visitors who do not share these symbols can quickly
experience, or cause, bewilderment when they talk to citizens of
these areas.

Gestures, too, may be subject to different interpretations.

Raising one’s eyebrows can have varying meanings, expressing

surprise in one context and scepticism in mother (Smit, Cronje &
Brevis, 2012:412).

2.3.2 Communication Pitfalls

Errors can occur in all stages of the communication process. In

the encoding stage, words can be misused, decimal points
entered in the wrong places, facts left out, or ambiguous phrases
inserted. In the transmission stage, a message may get lost on a
cluttered desk, the words on the screen could be too small to
read from the back of the room, or words might be spoken with
ambiguous inflections.

© The Independent Institute of Education (Pty) Ltd 2023 Page 8 of 30

 BMNG6212/6222

Decoding problems arise when the receiver doesn’t listen

carefully or reads too quickly and overlooks a key point. And of
course receivers can misinterpret the message: A reader draws
the wrong conclusion from an unclear text message, a listener
takes a general statement by the boss too personally, or a
sideways glance is taken the wrong wav

More generally, people’s perceptual and filtering processes

create misinterpretations. Perception is the process of receiving
and interpreting information. As you know, such processes are
not perfectly objective. They are subjective because people’s
self-interested motives and attitudes toward the sender and
toward the message create biased interpretations. People often
assume that others share their views and naturally pay more
attention to their own views than to those of others. But
perceptual differences get in the way of shared consensus. To
remedy this situation, it helps to remember that others’
viewpoints are legitimate and to incorporate others’ perspectives
into your interpretation of issues. Generally, adopting another
person’s viewpoint is fundamental to working collaboratively. And
your ability to take others’ perspectives - for instance, to really
understand the viewpoints of customers or suppliers - can result
in higher assessments of your performance.

Filtering is the process of withholding, ignoring, or distorting Have you noticed that
information. Senders do this, for example, when they tell the boss people generally only share
what they think the boss wants to hear or give unwarranted positive information with
compliments rather than honest criticism. Receivers also filter friends and family? They
information; they may fail to recognize an important message or tend to ignore the negative
attend to some aspects of the message but not others. information.

Mixed signals and misperception. A common thread

underlying the discussion so far is that people’s perceptions can
undermine attempts to communicate. People do not pay
attention to everything going on around them. They inadvertently
send mixed signals that can undermine the intended messages.
Different people attend to different things, and people interpret
the same thing in different ways. All of this creates problems in
communication.

If the communication is between people from different cultures,

these problems are magnified. Communication breakdowns
often occur when business transactions take place between
people from different countries.

© The Independent Institute of Education (Pty) Ltd 2023 Page 9 of 30

 BMNG6212/6222

Consider how many problems can be avoided—and how much

more effective communication can be—if people take the time to
(1) ensure that the receivers attend to the message they are
sending, (2) consider the other party’s frame of reference and
attempt to convey the message with that viewpoint in mind, (3)
take concrete steps to minimize perceptual errors and improper
signals in both sending and receiving, and (4) send consistent
messages. You should make an effort to predict people’s
interpretations of your messages and think in terms of how they
could misinterpret your messages. It helps to say not only what
you mean but also what you don’t mean. Every time you say “I
am not saying X, I am saying Y,” you eliminate a possible
misinterpretation (Bateman & Snell, 2015:499–500).

3 Various Aspects of Organisational

Communication
Managerial communication occurs in three forms, namely intra-
personal, interpersonal, and organisational communication. In
intra-personal communication, managers receive, process, and
transmit information to themselves. In interpersonal Organisational
communication, messages are transmitted directly between two communication flows in four
or more people, on a person-to-person basis. In organisational directions: downwards, up-
communication, information is transferred between organisations wards, horizontally, and
or between different units or departments in the same laterally. Please make sure
organisation. At an airport, for instance, air-traffic controllers that you are able to provide
examples for each
have to communicate with pilots from different airlines to direct
direction.
the landing and take-off of aeroplanes. They also have to
communicate with the Weather Bureau to identify dangerous
weather conditions. Different departments at an airport also have
to communicate with one other. The ground personnel at the
airport have to communicate with the air-traffic controllers to find
out about possible flight delays. They also have to communicate
with the information desk to inform them of these delays.
Activity:
Effective communication can give an organisation a competitive
edge. Organisations in which communication systems are The General Manager of an
organisation wants to
effective are likely to be more successful than those in which they
communicate a new policy
are not. The question now arises: what differentiates an effective to the marketing
communication system from an ineffective one? department
Draw a diagram depicting
3.1 Organisational Communication Networks the flow through the chain
of command
There are two primary organisational communication networks:
the formal communication network and the informal
communication network.

© The Independent Institute of Education (Pty) Ltd 2023 Page 10 of 30

 BMNG6212/6222

The formal network is communication that follows the hierarchical

structure of the organisation, or the ‘chain of command’. It follows
the formal, established, official lines of contact. In other words, it
follows the prescribed path of the hierarchical chart and tends to
be explicit in terms of ‘who should be talking to whom about
what’.

The informal network involves communication that does not

follow the hierarchical path or chain of command. It tells you ‘who
is really talking to whom and about what’. Informal
communication refers to links that have grown out of
relationships between employees and management and that
have little or no correlation with the formal organisational chart.
The informal network is very strong in most organisations; it
usually works much faster than the formal network.

A manager needs to be aware of both networks. Management

has more control over the formal network than the informal, while
employees have more control over the informal network than
management does (Smit, Cronje & Brevis, 2012:411 - 416).

3.2 Formal and Informal Communication

3.2.1 Formal Communication

Organisational communication flows in four directions:

downwards, upwards, horizontally, and laterally. These basic
communication flows are shown in Figure 8.1

Downward communication starts with top management and flows

down through the management levels to workers. The major
purpose of downward communication is to provide subordinates
with information on organisational goals, strategies, and policies.
Downward communication is likely to be filtered, modified, or
halted at each level as managers decide what should be passed
down to employees.

© The Independent Institute of Education (Pty) Ltd 2023 Page 11 of 30

 BMNG6212/6222

Figure 5.1: The flow of communication

(Source: Smit, Cronje & Brevis, 2012:414).

Top management at Mittal Steel, the South African steel

organisation, decided to re-engineer and restructure the
organisation to become more cost effective. In doing this they
decided to outsource all activities that did not form part of its core
business, namely the production of steel. This meant that the
legal services, information technology, and management training
departments, among others, were outsourced. This decision was
communicated to the heads of these departments who, in turn,
communicated the outsourcing decision further down the line to
their subordinates.

Delegation is a downward communication process. Managers

have to communicate with subordinates to explain exactly what
is expected of them. This communication process is time
consuming and managers are often reluctant to become involved
in it. Delegation – and many other processes in the organisation
– depends on open communication in order to be effective.

When employees send a message to their superiors, they are

using upward communication. The main function of upward
communication is to supply information to the upper levels about
what is happening at the lower levels.

Horizontal communication occurs between people on the same

level of the hierarchy and is designed to ensure or improve
coordination of the work effort. It is formal communication but
does not follow the chain of command.

© The Independent Institute of Education (Pty) Ltd 2023 Page 12 of 30

 BMNG6212/6222

When the head of marketing discusses the appointment of a new

salesperson with the head of human resources, horizontal
communication takes place. When the production manager at a
mine discusses the maintenance schedule with the maintenance
manager, communication is taking place at a horizontal level
Horizontal communication has the basic task of coordination
within departments as well as between different departments.
Effective horizontal communication should prevent tunnel vision
in the organisation – the idea that a particular department is the
only important one in the organisation. Meetings play a decisive
role in promoting effective horizontal communication, provided
that the right people attend them. When the marketing
department meets to discuss the possibility of a new product,
managers from the research and development, finance,
purchasing, and operations departments also need to attend to
ensure that the manufacture of the new product is feasible.

Lateral communication takes place between people at different

levels of the hierarchy and is usually designed to provide
information, coordination, or assistance to either or both parties.
When the head of human resources explains the Labour
Relations Act to a supervisor in a plant, the normal authority path
is not followed. However, communication occurs with the
knowledge, approval, and encouragement of managers who
understand that lateral communication may help relieve their
communication burden and also reduce inaccuracy by putting
A question of ethics.
relevant people in direct contact with one another (Smit, Cronje 60% percent. That’s the
& Brevis, 2012:411 - 416). percentage of respondents
in an employee survey who
3.2.2 Informal Communication said that gossip was their
biggest pet peeve about
Communication in an organisation sanctioned by management. their jobs Although office
gossip can benefit
Commonly called ‘the grapevine’, information can begin with
individuals and
anyone in the organisation and can flow in any direction. organisations, it often
consists of hearsay, half-
The grapevine’s prime function is to disseminate information to truths, and innuendo. It
employees (both managerial and non-managerial) that is also can absorb large
relevant to their needs. The grapevine derives its existence from amounts of employees’
employees’ social and personal interests, rather than from formal time.
organisational requirements. Source: Robbins SP, & DeCenzo
DA, Coulter, M, (2015:388).
Fundamentals of Management.
It should be made clear that rumour and the grapevine are not
Essential Concepts and Applications.
the same. Rumours are information without a factual base and 9th ed. Prentice Hall. New Jersey.
may just as easily be communicated via formal as informal
channels of communication.

© The Independent Institute of Education (Pty) Ltd 2023 Page 13 of 30

 BMNG6212/6222

Whether they view it as an asset or a liability, managers must

understand the grapevine. Since it is always present, speedy,
and largely accurate, managers should use it as another means
of transmitting information. They should learn who is likely to
spread information and ‘feed’ these individuals selected
messages (Smit, Cronje & Brevis, 2012:411 - 416).

An interesting comment by Robbins et al (105:390) on the

grapevine: One of the most famous studies of the grapevine was
by Keith Davis who investigated the communication patterns
among 67 managerial personnel. The approach he used was to
learn from each communication recipient how he or she first
received a given piece of information and then trace it back to its
source. It was found that while the grapevine was an important
source of information, only 10 percent of the executives acted as
liaison individuals (that is, passed the information on to more than
one other person). For example, when one executive decided to
resign to enter the insurance business, 81 percent of the
executives knew about it, but only 11 percent transmitted this
information to others. At the time, this study was interesting both
because of what it found, but more importantly because of what
it showed about how the communication network worked.

Recent research by IBM and the Massachusetts Institute of

Technology using a similar type of analysis focused more on
people’s social networks of contacts at work rather than on how
information flowed through the organisational grapevine.
However, what was noticeably interesting about this study was
that it found that employees who have strong communication ties
with their managers tend to bring in more money than those who
steer clear of the boss.

What managers can learn from both these studies is that it’s
important to understand the social and communication networks
that employees use as they do their work. Know who the key
contact points are so that if you ever need to find out or relay
information, you know who to go to.

4 Barriers to Effective Communication

According to Robbins et al (2015:391) a number of interpersonal
and intrapersonal barriers affect why the message decoded by a
receiver is often different from what the sender intended. They
summarised the more prominent barriers to effective
communication as shown in table 8.1 below:

© The Independent Institute of Education (Pty) Ltd 2023 Page 14 of 30

 BMNG6212/6222

Communication issues.

And the survey says…

• 25% of employees say

they withhold feedback
on routine problems to
avoid wasting their time.
• 47% of Wi-Fi users say
they can wait one hour
or less before getting
“antsy” about checking
e-mail, instant
messaging, and social
networking sites.
• 64 seconds is how long
it takes to retrieve your
train of thought after an
e-mail interruption.
• 69% of executives say
Table 5.1: Barriers to Effective Communication they’re sending out
Source: Robbins SP, & DeCenzo DA, Coulter, M, (2015). Fundamentals of more messages than
Management. Essential Concepts and Applications. 9th ed. Prentice Hall. ever to employees.
New Jersey. p. 391 • 37% of employees say
they’re receiving more
According to Smit, Cronje and Brevis (2012:416-421) barriers messages from
common to a typical organisation are shown in Figure 5.1 below. executives.
They may be placed in four categories, namely intra-personal, • 54% of employees say
their organisation
interpersonal, structural, and technological factors.
prohibits employees
from visiting social
networking sites while
at work.
• 42% of employees who
have received
employer-provided
wire-less devices feel
they are expected to
always be available.
• 28% of a day is how
much the average
worker loses to
interruptions.

Figure 5.2: Barriers to effective communication Source: Robbins SP, & DeCenzo DA,
Source: (Smit, Cronje & Brevis, 2012:417). Coulter, M, (2015:399). Funda-
mentals of Management. Essential
Concepts and Applications. 9th ed.
Prentice Hall. New Jersey.

© The Independent Institute of Education (Pty) Ltd 2023 Page 15 of 30

 BMNG6212/6222

4.1 Intra-Personal Factors

According to Smit, Cronje & Brevis. 5th Ed. 2012:416 – 412,
perception can be defined as the process in which individuals
arrange and interpret sensory impressions in order to make
sense of their environment. Differing perceptions are one of the
most common communication barriers. These differences could
be the result of different backgrounds, values, experience, and
so on. In South Africa, managers need to be sensitive to the fact
that the same word in different languages may mean different
things to different ethnic groups. Not only do we have 11 official
languages in South Africa, but these languages also have
dialects. To make this situation even more complex, perceptual
differences can also arise because of varying social and gender
perspectives.

People tend to see and hear only what they are emotionally
prepared (or want) to see and hear. Furthermore, people tend to
seek out and select favourable messages and ignore unpleasant
ones. In other words, they reject or inaccurately perceive
information that is inconsistent with their expectations. This
phenomenon is known as selective perception and it may be a
barrier to effective communication.

People differ in their ability to develop and apply basic

communication skills. Some people are incapable of expressing
themselves orally but are able to write clear and concise
messages. Others are effective speakers but poor listeners. In
addition, many read slowly and find it difficult to understand what
they have read. English is the official language in many South
African organisations; however, less than ten per cent of South
Africans speak English as their first home language.

4.2 Interpersonal Factors

The relationship between superior and subordinate is often
based on the way each treats the other and how this reciprocal
behaviour is interpreted. As superior and subordinate interact,
the feelings that arise either limit or encourage the content and
frequency of their communications, and the method of their
communication. The combination of these elements forms the
climate of an interpersonal relationship.

Trust between sender and receiver also plays a major role in the
effectiveness of organisational communication. Honesty and
openness are prerequisites for effective communication.

© The Independent Institute of Education (Pty) Ltd 2023 Page 16 of 30

 BMNG6212/6222

Distrust between a superior and subordinate can serve only to

increase defensiveness and decrease the frequency of open
expression and the likelihood of effective communication.

Honesty, competence, enthusiasm, and objectivity give

credibility to a source. When deciding to restructure an
organisation, top management should communicate with
employees and explain the reasons why they have decided to go
this route. Subordinates will regard the reasons as credible only
if they perceive top managers as knowledgeable leaders.

The accuracy of communication between two communicators is

directly related to how similar they perceive themselves to be.
Communicators who perceive themselves as being similar are
generally more willing to accept each other’s viewpoints and to
express agreement. Difficulties may arise when subordinates of
one religion, ethnic group, gender, or even region are supervised
by superiors of a different religion, ethnic group, and so on. (Smit,
Cronje & Brevis. 5th Ed. 2012:416 – 412)

4.3 Structural Factors

A person’s status in an organisation depends largely on the
prestige associated with the position he or she occupies.
Differences in status are signified by job titles, imposing offices,
the allocation of a parking bay, and so on.

The influence of status on the direction and frequency of

communication has been the subject of many studies. Evidence
indicates the following:
• People generally prefer to communicate with individuals of
higher status;
• People of higher status generally communicate more with
one another than they do with people of lower status;
• The wider the difference in status is, the greater is the
likelihood that information will flow from people of higher to
lower status than the other way around;
• In conversations, people with high status generally
dominate;
• People with low status often attempt to gain the favour of
those with higher status by displaying respect, offering
praise, and agreeing with their views.

Spatial constraints refer to physical distances between workers.

In general, the shorter the physical distance between two
individuals, the more frequently they will interact. (Smit, Cronje &
Brevis. 5th Ed. 2012:416 – 412).

© The Independent Institute of Education (Pty) Ltd 2023 Page 17 of 30

 BMNG6212/6222

4.4 Technological Factors

Technological changes have influenced organisational
communication in recent years. For example, in decision making
we have moved from a meeting run according to parliamentary
procedures to the use of a quantitative tool such as simulation.
In exchanging messages over long distances, we have moved
from messengers to telegraph, to telephone, to voice mail, and
e-mail. Technological changes have an impact on the
effectiveness of the communication media as well as the amount
of information available. However, it is important to remember
that the introduction of new technologies does not replace the
use of older ones. The use of electronic mail has not made face-
to-face meetings redundant. For this reason, we have included
language, meaning, and non-verbal cues under technological
factors.

• There are a variety of networked communication

applications.
o E-mail is the instantaneous transmission of messages
on linked computers. It’s fast, cheap, efficient and
convenient. It allows messages to be read at the
reader’s convenience, and print if needed. On the
down side, e-mail is slow and cumbersome.
o Some organization members use instant messaging
(IM), interactive, real-time communication among
computer users who are logged on to the computer
network at the same time. It’s instantaneous
communication, without having to wait for colleagues
to read email. But users must be logged on at the
same time and there are potential network and data
security breaches.
o A voicemail system digitizes a spoken message,
transmits it over the network, and stores the message
for the receiver to retrieve later. This capability allows
information to be transmitted even though a receiver
may not be physically present to take the information.
Receivers can save, delete, or route the message to
other parties. A downside to voicemail is no
immediate feedback for the caller.
o Fax machines transmit documents containing both
text and graphics over ordinary telephone lines. On
the plus side they allow organization users to quickly
and easily share a printed form of information. On the
down side, privacy can be compromised. (Robbins et
al. 2015).

© The Independent Institute of Education (Pty) Ltd 2023 Page 18 of 30

 BMNG6212/6222

Language differences are often closely related to differences in Technology and the manager’s
individual perception. For a message to be properly job.
communicated, the words used must have the same meaning to FYEO: Decoding communication
jargon.
sender and receiver. A South African organisation doing
Okay… how well do you know Net
business with a Japanese counterpart may have difficulty lingo? If you received an e-mail or
explaining certain words to them. The Japanese, for instance, do text message with GFTD written in
not have a word for ‘decision making’. They prefer using the word it, would you know what that
meant? What about NSFW or
‘choose’, which suggests a difficult selection between options in BIL? When an employee received
which we can gain some things only by giving up others. an e-mail at work from a friend
with an attached slideshow
Speech is usually accompanied by a variety of meaningful non- entitled “Awkward Family Photos,”
she clicked through it and saw
verbal cues, such a physical posture, head orientation, and some pretty unusual - yes,
gestures, facial expressions, and so on. These silent messages awkward - photos. Looking back
assist in the accurate transfer of meaning. (Smit, Cronje & Brevis. at the e-mail, that’s when she also
5th Ed. 2012:416 – 412). saw the abbreviation “NSFW”
written at the bottom. Not knowing
what that was, she looked the
The use of an incorrect communication medium may also be a abbreviation up on netlingo.com
barrier to effective communication. Three basic kinds of (one of several Web sites that
translate Internet and texting
communication medium can be used, namely written, oral, and
abbreviations). Come to find out,
multimedia. she should have paid more
attention to the abbreviation:
Managers need to be aware of the comparative effectiveness of NSFW stands for “not safe for
work.”
the different communication media when applied to different
As text-messaging shorthand
situations. When informing employees, for instance, becomes increasingly
management must evaluate the effectiveness of the various widespread in e-mails, text
communication instance, management must evaluate the messages, and tweets, people
need to be aware of what it
effectiveness of the various communication media. means. At many workplaces, a
working knowledge of Net lingo is
Information overload occurs when an individual receives so much becoming necessary. As
information that he or she is overwhelmed by it. To prevent employees use social media sites
such as Twitter and Facebook
information overload, managers often ask subordinates for an and even text messaging to
executive summary of a report. Writing this summary is a communicate with colleagues
challenging job, as the subordinate needs clear insight into the and customers, the shorthand
content of the report in order to identify the key issues (Smit, abbreviations are often
necessary to stay within message
Cronje & Brevis, 2012:416 - 420). length limits. However, as the
NSFW example showed, not
5 Recommendations on How knowing or even
misunderstanding the lingo can
Managers can Become Better lead to surprises, inappropriate
responses, or
Communicators miscommunications.
(BTW - which is Net lingo for “by
the way”: FYEO means “for your
5.1 The Sender Encodes the Message and eyes only”; GFTD stands for “gone
Selects the Channel for the day”; and BIL is ‘boss is
listening.”)
When messages are to be transmitted, senders must use their
Source: Robbins SP, & DeCenzo DA,
own perception to translate and compile the message so that it Coulter, M, (2015:398). Fundamentals of
makes sense to the receivers. To overcome perception barriers, Management. Essential Concepts and
Applications. 9th ed. Prentice Hall. New
the message that is to be communicated must be analysed in Jersey.

© The Independent Institute of Education (Pty) Ltd 2023 Page 19 of 30

 BMNG6212/6222

terms of its tone and content. Intonation and facial expression

may influence the tone of the message. To formulate the content
of the message, the sender has to decide exactly what has to be
achieved. The sender can then plan the message to achieve the
objective. In formulating the message, choice of words is
important. One should avoid using jargon or unfamiliar
terminology. The content of the message should arouse curiosity
and interest.

To overcome information overload, the sender should keep the

message simple and direct. One should communicate within the
receiver’s framework of experience, keeping the message
concise and the objectives clear.

Once the sender has encoded the message, a channel has to be

selected. Before sending a message, careful thought should be
given to selecting the most effective channel. For example, if the
top management of an organisation wishes to announce an
overall salary increase, e-mail will be a very effective
communication channel, especially if followed by a general
meeting at which employees are allowed to clarity uncertainties.

5.2 The Sender Transmits the Message

The most significant barrier during this stage in the
communication process is noise. Noise is anything that interferes
with the transmission of the message, including the noise level in
the physical setting in which communication is taking place. For
example, noisy machinery or equipment may make it difficult to
hear. Noise levels should be kept to a minimum.
Activity:
Timing is another important element in achieving effective
communication and it will have a bearing on the communication Access the following link:
approach that is adopted. The approach followed during a strike
will differ from that just before employees go on holiday. [Online] Available at:
https://www.youtube.com/w
atch?v=t7Xr3AsBEK4
5.3 The Receiver Decodes the Message and [Accessed 24 October
Decides whether Feedback is Needed 2017]
Shirley Turkle on
Common barriers to effective communication at this stage in the communication.
communication process are trust and credibility, differences in
Form groups in your class
communication skills, and emotional factors.
and discuss the effect
technology has on the way
To overcome trust and credibility barriers, affection and respect we communicate today – in
should be offered and earned. Insight into and understanding of our private lives and in the
the receiver’s viewpoint should be shown. An atmosphere of workplace

© The Independent Institute of Education (Pty) Ltd 2023 Page 20 of 30

 BMNG6212/6222

cooperation and harmony should be created. The sender should

try to send clear, correct messages, based on facts.

Overcoming individual differences in communication skills

requires effective feedback. It is essential that communication
always be followed up to test whether the message that was sent
was properly phrased and whether the intended audience has
interpreted it correctly. This can be done by asking questions and
motivating important point in its content. Important point in its
content.

Emotional people often find it difficult to communicate effectively.

To overcome emotional barriers, communicators should remain
calm and avoid making others emotional by their behaviour
(Smit, Cronje & Brevis, 2012:421 - 422).

6 The Impact of Information

Technology on the Communication
Process
According to Smit et al (2012:423), new information technology
is changing the methods of communication available to
managers and their subordinates. It also changes the
communication channels that they use. These technologies are
changing not only the manner in which managers and employees
communicate with one other, but they are also changing the ways
that they make decisions. Some of the most important
communication methods developed during the past 25 years are
the Internet, e-mail, business portals, databases, wireless
communication and teleconferencing (other examples are
telephone answering machines [voice mail], fax machines,
closed-circuit television systems, computerised report
preparation, videotaping, and computer-to-computer
transmission).

Because information on the Internet is potentially available to

almost anyone in the world, it offers almost unlimited
communication opportunities. Internet access usually provides
electronic mail capability. It enables users to send, receive, and
forward messages from people all over the world. Users can then
reply to, save, file, and categorise received messages. E-mail
has become popular with managers for several reasons:
• A manager doesn’t have to wait long for a response
because information can usually be sent, returned, and
recalled in moments;
• E-mail is relatively inexpensive; and

© The Independent Institute of Education (Pty) Ltd 2023 Page 21 of 30

 BMNG6212/6222

• It increases productivity by eliminating the need for paper-

handling steps required in traditional inter-office
communication systems.

One disadvantage of e-mail, however, is that employees who

might never confront co-workers face-to-face are less hesitant to
explode at others via e-mail. E-mail has dramatically changed the
way people can work.

AOL (America-on-line) and Yahoo are general-purpose portals,

or windows to the internet. A business portal is a specific
organisation’s gateway to Internet-based information. Computer
experts develop portals to help employees get the useful
information they need from within and outside the organisation to
do their jobs and make effective decisions. Business portals
allow particular categories of employees, such as sales
representatives, engineers or financial managers, to access
useful information pertaining to their organisation (such as
inventory levels, production figures and financial ratios) and
information from the Internet (such as industry news, competitor
sales). The business portal saves employees’ hours of time
looking for relevant data; it also converts data into information
that is timely, accurate, relevant and understandable.

Employees can access data and information from their

organisation’s database through its intranet or its website. They
can also access databases on the World Wide Web either
directly or through business portals. Some websites offer free
information; others charge fees to access information.

The trend towards wireless communication will continue, as

people are becoming increasingly mobile. Handheld devices
allow people to get information when and where they need it. A
sales representative from a publisher can check in a customer’s
office inventory, set delivery dates, plan new editions of books
and close a sale by using a cell phone. Wireless communication
can also be used to e-mail, share files, and tap into the
organisation computer anytime from anywhere.

Telecommuting allows organisations to recruit and hire people all

over the world. Teleconferencing technology, which combines
television and telephone technology, is another high-fidelity
communication tool that organisations use to facilitate discussion
all over the world. It allows participants to see each other’s body
language and jointly view materials such as blueprints, charts,
graphs, and even prototypes (Smit, Cronje & Brevis, 2012:422-
423).

© The Independent Institute of Education (Pty) Ltd 2023 Page 22 of 30

 BMNG6212/6222

7 Interpersonal Relationships in Terms

of Conflict and Negotiation.
According to Smit et al (2012:424–428) the importance of
communication skills in the workplace is nowhere more
accentuated than in interpersonal relationships. Whenever
interpersonal relationships exist, the potential for conflict exists.
One method of managing conflict is by means of negotiation. In
the discussion that follows, we shall consider a definition of
conflict, managing organisational conflict, and negotiation.
The three general
7.1 A Definition of Conflict characteristics of conflict
are: incompatible goals,
Conflict can be defined as ‘the interaction of interdependent interdependence, and
people who perceive opposition of goals, aims, and values, and interaction.
Source: Smit, PJ, Cronje, GJ,
who see the other party as potentially interfering with the Brevis, T, (Editors). (2012).
realisation of these goals’. (Smit, Cronje & Brevis. 5th Ed. Management Principles: A
2012:424 - 428). contemporary edition for Africa.
5th Ed. Cape Town: Juta.

This definition highlights three general characteristics of conflict,

namely incompatible goals, interdependence, and interaction.

Many organisational conflicts stem from contradictory ideas

about the distribution of organisational resources. Management
and labour negotiate about working conditions and the
distribution of wages, or the top management team argues about
what capital investments to make in the coming financial year.
For example, one manager may believe in participative decision
making. While another may believe in an authoritative
management style. This incompatibility may exist in harmony
until their work demands that they become interdependent. If
they are asked to work together on a project, conflict could well
ensue. (Smit, Cronje & Brevis. 5th Ed. 2012:424 - 428).

The last critical component in conflict is interaction. Conflict

involves the expression of incompatibility, not its mere existence.
This highlights the importance of communication in dealing with
conflict. Conflict can be both destructive and productive. It can
destroy work relationships or create a needed impetus for
organisational change and development. Through
communication, organisational members create and work
through conflicts in ways that may be either functional or
dysfunctional. (Smit, Cronje & Brevis. 5th Ed. 2012:424 - 428).

© The Independent Institute of Education (Pty) Ltd 2023 Page 23 of 30

 BMNG6212/6222

7.2 Managing Organisational Conflict

Avoidance is a technique by which the conflicting parties
withdraw from a conflict. Not surprisingly, this technique is rarely
effective. Problem solving involves a face-to-face meeting of the
conflicting parties for the purpose of identifying the problem and
resolving it through open discussion. Another way of managing
conflict is to formulate a shared goal that cannot be attained
without the cooperation of each of the conflicting parties. Where
possible, resources can be expanded to create a win-win solution
to conflict.

Conflict can also be managed by playing down differences

between the conflicting parties and emphasising their common
interests. This is called ‘smoothing’. When each of the conflicting
parties gives up something of value, this is called compromise.
Management may decide to use authoritative command to
resolve the conflict and to communicate its desires to the
conflicting parties. The formal organisational Structure can also
be changed to resolve conflict. This will result in a change in the
communication patterns of the conflicting parties. Examples are
job redesign and the creation of coordinating positions. A general
strategy for dealing with organisational conflict is negotiation.
(Smit, Cronje & Brevis. 5th Ed. 2012:424 - 428).

7.3 Negotiation
Negotiation can be defined
Negotiation is a fact of life - just as we cannot exist without as ‘a process of interaction
communicating, so we can barely exist without negotiating. In (communication) between
organisations, in particular, negotiation needs to be managed. parties, directed at reaching
some form of agreement
First, negotiation is an exchange of information through that will hold and that is
based upon common
communication, with the purpose of reaching an agreement
interests, with the purpose
between conflicting parties who have certain things in common of resolving conflict, despite
and disagree on others. widely dividing differences.
This is achieved basically
Second, negotiation is regarded as a process, not an event. through the establishment
of common ground and the
Third, the definition implies that the process should be directed creation of alternatives.’
Source: Smit, PJ, Cronje, GJ,
at reaching some form of agreement, preferably a win-win Brevis, T, (Editors). (2012).
situation. Management Principles: A
contemporary edition for Africa.
5th Ed. Cape Town: Juta.
Fourth, common ground does not refer to what the parties have
in common, but what they could become together.

Fifth, the definition refers to the creation of alternatives, which

implies flexibility in the process.

© The Independent Institute of Education (Pty) Ltd 2023 Page 24 of 30

 BMNG6212/6222

Reference is also made to dividing differences, which may be

bridged by bringing the parties together physically, especially if
both sides are flexible and willing to discuss options.

Finally, the definition refers to agreements that hold. This is the

real test of whether negotiation has succeeded (Smit, Cronje &
Brevis, 2012:424 - 426).

8 Recommended Additional Reading

Bateman, T.S. & Snell, S.A. 2015. Management: Leading &
Collaborating in then Competitive World. 11th edition. New
York: McGraw-Hill

Jones, GR., George, JM., (2015). Contemporary Management.

8th Ed. New York: McGraw-Hill.

Robbins SP, & DeCenzo DA, Coulter, M, (2015). Fundamentals

of Management. Essential Concepts and Applications. 9th ed.
Prentice Hall. New Jersey.

Smit, PJ, Cronje, GJ, Brevis, T, (Editors). (2012). Management

Principles: A contemporary edition for Africa. 5th Ed. Cape Town:
Juta.

9 Recommended Digital Engagement

and Activities

10 Activities
10.1 Activity 1
Research the characteristics of a good communicator. Write up
your findings in a bulleted list report. Be sure to cite your sources.

Form groups and discuss your findings.

10.2 Activity 2
Right or Wrong?
Gossiping is a common practice both outside and inside
organisations. For organisations, it can consume a lot of time and
be quite distracting.

© The Independent Institute of Education (Pty) Ltd 2023 Page 25 of 30

 BMNG6212/6222

Form groups in class and discuss:

• Is office gossip beneficial for individuals? Organisations?
Explain why or why not?
• What ethical dilemmas might arise because of office
gossip?

10.3 Activity 3
Management Myth
MYTH: Managers should try to stifle the grapevine
TRUTH: Astute managers acknowledge the existence of the
grapevine and use it in beneficial ways.

As evidenced by Wiki Leaks, information can be a powerful tool.

Organisations need to take security issues seriously as leaked
personal or account information would cause customers to lose
faith in the organisation.

Questions to discuss:
• How do students protect the security of their Twitter
accounts and e-mail accounts?
• Are organisations and individuals liable for any information
distributed from one of their hacked accounts?

11 Revision Exercises
Questions
11.1 Explain the barriers to effective communication in detail.

11.2 Discuss the impact of information technology on communication.

Provide some guideline that a manager can make use of when managing
11.3
organisational conflict.
11.4 Define negotiation.

© The Independent Institute of Education (Pty) Ltd 2023 Page 26 of 30

 BMNG6212/6222

Intellectual Property
Plagiarism occurs in a variety of forms. Ultimately though, it refers to the use of the
words, ideas or images of another person without acknowledging the source using the
required conventions. The IIE publishes a Quick Reference Guide that provides more
detailed guidance, but a brief description of plagiarism and referencing is included
below for your reference. It is vital that you are familiar with this information and the
Intellectual Integrity Policy before attempting any assignments.

Introduction to Referencing and Plagiarism

What is ‘Plagiarism’?

‘Plagiarism’ is the act of taking someone’s words or ideas and presenting them as your
own.

What is ‘Referencing’?

‘Referencing’ is the act of citing or giving credit to the authors of any work that you
have referred to or consulted. A ‘reference’ then refers to a citation (a credit) or the
actual information from a publication that is referred to.

Referencing is the acknowledgment of any work that is not your own, but is used by
you in an academic document. It is simply a way of giving credit to and acknowledging
the ideas and words of others.

When writing assignments, students are required to acknowledge the work, words or
ideas of others through the technique of referencing. Referencing occurs in the text at
the place where the work of others is being cited, and at the end of the document, in
the bibliography.

The bibliography is a list of all the work (published and unpublished) that a writer has
read in the course of preparing a piece of writing. This includes items that are not
directly cited in the work.

A reference is required when you:

• Quote directly: when you use the exact words as they appear in the source;
• Copy directly: when you copy data, figures, tables, images, music, videos or
frameworks;
• Summarise: when you write a short account of what is in the source;
• Paraphrase: when you state the work, words and ideas of someone else in your
own words.

© The Independent Institute of Education (Pty) Ltd 2023 Page 27 of 30

 BMNG6212/6222

It is standard practice in the academic world to recognise and respect the ownership
of ideas, known as intellectual property, through good referencing techniques.
However, there are other reasons why referencing is useful.

Good Reasons for Referencing

It is good academic practice to reference because:

• It enhances the quality of your writing;
• It demonstrates the scope, depth and breadth of your research;
• It gives structure and strength to the aims of your article or paper;
• It endorses your arguments;
• It allows readers to access source documents relating to your work, quickly and
easily.

Sources

The following would count as ‘sources’:

• Books,
• Chapters from books,
• Encyclopaedia,
• Articles,
• Journals,
• Magazines,
• Periodicals,
• Newspaper articles,
• Items from the Internet (images, videos, etc.),
• Pictures,
• Unpublished notes, articles, papers, books, manuscripts, dissertations, theses,
etc.,
• Diagrams,
• Videos,
• Films,
• Music,
• Works of fiction (novels, short stories or poetry).

What You Need to Document from the Hard Copy Source You
are Using
(Not every detail will be applicable in every case. However, the following lists provide
a guide to what information is needed.)

© The Independent Institute of Education (Pty) Ltd 2023 Page 28 of 30

 BMNG6212/6222

You need to acknowledge:

• The words or work of the author(s),
• The author(s)’s or editor(s)’s full names,
• If your source is a group/ organisation/ body, you need all the details,
• Name of the journal, periodical, magazine, book, etc.,
• Edition,
• Publisher’s name,
• Place of publication (i.e. the city of publication),
• Year of publication,
• Volume number,
• Issue number,
• Page numbers.

What You Need to Document if you are Citing Electronic

Sources

• Author(s)’s/ editor(s)’s name,

• Title of the page,
• Title of the site,
• Copyright date, or the date that the page was last updated,
• Full Internet address of page(s),
• Date you accessed/ viewed the source,
• Any other relevant information pertaining to the web page or website.

Referencing Systems
There are a number of referencing systems in use and each has its own consistent
rules. While these may differ from system-to-system, the referencing system followed
needs to be used consistently, throughout the text. Different referencing systems
cannot be mixed in the same piece of work!

A detailed guide to referencing, entitled Referencing and Plagiarism Guide is available

from your library. Please refer to it if you require further assistance.

When is Referencing Not Necessary?

This is a difficult question to answer – usually when something is ‘common knowledge’.

However, it is not always clear what ‘common knowledge’ is.

Examples of ‘common knowledge’ are:

• Nelson Mandela was released from prison in 1990;
• The world’s largest diamond was found in South Africa;
• South Africa is divided into nine (9) provinces;
• The lion is also known as ‘The King of the Jungle’.
• 𝐸 = 𝑚𝑐 2
• The sky is blue.

© The Independent Institute of Education (Pty) Ltd 2023 Page 29 of 30

 BMNG6212/6222

Usually, all of the above examples would not be referenced. The equation 𝐸 = 𝑚𝑐 2
is Einstein’s famous equation for calculations of total energy and has become so
familiar that it is not referenced to Einstein.

Sometimes what we think is ‘common knowledge’, is not. For example, the above
statement about the sky being blue is only partly true. The light from the sun looks
white, but it is actually made up of all the colours of the rainbow. Sunlight reaches the
Earth's atmosphere and is scattered in all directions by all the gases and particles in
the air. The smallest particles are by coincidence the same length as the wavelength
of blue light. Blue is scattered more than the other colours because it travels as shorter,
smaller waves. It is not entirely accurate then to claim that the sky is blue. It is thus
generally safer to always check your facts and try to find a reputable source for your
claim.

Important Plagiarism Reminders

The IIE respects the intellectual property of other people and requires its students to
be familiar with the necessary referencing conventions. Please ensure that you seek
assistance in this regard before submitting work if you are uncertain.

If you fail to acknowledge the work or ideas of others or do so inadequately this will be
handled in terms of the Intellectual Integrity Policy (available in the library) and/ or the
Student Code of Conduct – depending on whether or not plagiarism and/ or cheating
(passing off the work of other people as your own by copying the work of other students
or copying off the Internet or from another source) is suspected.

Your campus offers individual and group training on referencing conventions – please
speak to your librarian or ADC/ Campus Co-Navigator in this regard.

Reiteration of the Declaration you have signed:

1. I have been informed about the seriousness of acts of plagiarism.
2. I understand what plagiarism is.
3. I am aware that The Independent Institute of Education (IIE) has a policy
regarding plagiarism and that it does not accept acts of plagiarism.
4. I am aware that the Intellectual Integrity Policy and the Student Code of Conduct
prescribe the consequences of plagiarism.
5. I am aware that referencing guides are available in my student handbook or
equivalent and in the library and that following them is a requirement for
successful completion of my programme.
6. I am aware that should I require support or assistance in using referencing guides
to avoid plagiarism I may speak to the lecturers, the librarian or the campus ADC/
Campus Co-Navigator.
7. I am aware of the consequences of plagiarism.

Please ask for assistance prior to submitting work if you are at all unsure.

© The Independent Institute of Education (Pty) Ltd 2023 Page 30 of 30