A communications profile of a large sugar factory in Northern Natal
A critical study of the communication problems at Mill F originated with the concern expressed by top management of the T-H company. These problems could be viewed against the rapid changes in the socio-political environment. The continual socio-political/ economic and technological changes result in a continual change in expectations and aspirations at certain levels of the work force. The lack of open sharing of the respective perceptions of Management and the workforce create a wide cleavage between the two groups leading to strained interpersonal and inter-group communications relationships in the workplace. The realisation of organisational goals and objectives becomes difficult to achieve in an environment characterised by diverse perceptions and attitudes. As the management/ worker relations become weaker, the union/worker relations become stronger. This situation is by no means unique in South Africa. A comparative study of the South African and Australian industrial relations systems had a remarkable thing in common - socio-political issues cannot be "divorced" from the workplace. The industrial relations systems and practices need to be understood within the framework of respective histories/ as well as economic, socio-political and legal systems of different countries. The Australian multiracial/ multilinguistic and multicultural society had one noticeable exception from its South African counterpart. The human relations climate on the shopfloor is relatively tension-free. The research findings are based on a stratified sample of 387 respondents from managerial/ supervisory and non-supervisory levels who participated in the research interviews out of a total of 526 employees. The communication structures/ processes and relationships were perceived by all levels of employees to be ineffective/ albeit for different reasons. Other non-communication related issues were raised which indicated that communication cannot be looked at in isolation. It was concluded that not only were the communication structures ineffective/ but also, the communication climate was tense due to perceived lack of trust and sincerity at various levels. Guidelines were suggested for improving communication. A holistic communication strategy which will be part of the manpower policy was developed with the management team in order for them to have 'ownership' of the document. Recommendations for future research that cover the broader human relations aspects were put forward.
Communication in personnel management, Business communication
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