,LRM3702 Assignment 3 (COMPLETE ANSWERS)
Semester 1 2025 - DUE 29 APRIL 2025 ; 100% trusted,
comprehensive and complete reliable solution with clear
explanation
The South African Retail Network (SARN) The South African
Retail Network (SARN), a prominent company in the retail
sector, operates several outlets across the country. Over the
years, SARN has been committed to offering competitive wages
and benefits to its employees, alongside maintaining a reputation
for excellent customer service. However, recently, tensions have
begun to rise between SARN’s management and the Retail and
Allied Workers' Union (RAWU), which represents a significant
portion of SARN's workforce. The conflict began when SARN,
following a period of solid profitability, proposed a modest
wage increase for its employees. John Smith, Head of Human
Resources at SARN, communicated to the union via email that,
given the economic conditions, the wage increase was
reasonable and in line with industry standards. The company
also pointed out that the increase was part of a broader strategy
to ensure long-term financial sustainability. However, Thuli
Nkosi, President of RAWU, rejected the proposal. Instead of
responding via email, Thuli chose to call John directly,
expressing her disagreement with the offer. During the call, she
argued that the wage increase was insufficient, and she asserted
that SARN, with its profitability, could afford to offer more.
Thuli’s tone was firm, emphasising that the workers’
contribution to the company’s success deserved better
recognition. She communicated that the union would not accept
the current terms and would escalate the matter if necessary. As
negotiations continued, no agreement was reached, and the
,dispute started to affect the morale and work environment within
SARN’s stores. As tensions escalated, RAWU formally referred
the dispute to the Commission for Conciliation, Mediation, and
Arbitration (CCMA) in an attempt to resolve the issues.
However, despite this referral, the union failed to attend several
conciliation sessions and instead encouraged its members to
demonstrate their commitment to the cause by taking action.
Some senior members of RAWU even argued that the CCMA
process would only delay a resolution. After about a week of
unsuccessful conciliation attempts, RAWU members decided to
go on strike without providing any prior notice to SARN. Over
the following weeks, several incidents occurred at various
SARN stores, including disruptive protests, blocked entrances,
and property damage. As the situation became more volatile,
RAWU announced it would escalate its actions unless SARN
agreed to the union’s demands. This strike impacted multiple
SARN locations nationwide, significantly affecting operations
and customer service. The situation worsened when SARN’s
management, faced with ongoing disruptions and financial
losses, began to explore other potential measures to mitigate the
impact on the business, including the possibility of
retrenchments. The company’s financial position was
deteriorating due to the ongoing unrest, and it became clear that
drastic decisions might be necessary to preserve the company’s
viability.
QUESTION 1 1.1 Explain the components of the
communication process between SARN and RAWU at the
beginning of the wage negotiations. Consider how both SARN’s
management and RAWU conveyed their positions. (6)
, ANSWER
1.1 Components of the Communication Process between
SARN and RAWU (10 marks)
The communication process involves several key components:
the sender, message, medium, receiver, feedback, and noise.
In the case of the wage negotiations between SARN and
RAWU, these elements played out as follows:
Component Application to SARN and RAWU
Initially, John Smith (Head of HR at SARN)
acted as the sender, communicating SARN's
Sender wage increase proposal. Later, Thuli Nkosi
(President of RAWU) became the sender when
responding.
SARN’s message was that the proposed wage
increase was reasonable, based on economic
conditions and a strategy for long-term
Message sustainability. RAWU’s message was that the
increase was inadequate, and employees deserved
more due to their contribution to SARN’s
profitability.
John Smith used email to send the initial proposal
Medium to RAWU, while Thuli Nkosi responded via a
(Channel) telephone call, choosing a more direct and
immediate form of communication.
Initially, RAWU was the receiver of SARN’s
Receiver email. Subsequently, John Smith was the receiver
of Thuli’s verbal response.
Semester 1 2025 - DUE 29 APRIL 2025 ; 100% trusted,
comprehensive and complete reliable solution with clear
explanation
The South African Retail Network (SARN) The South African
Retail Network (SARN), a prominent company in the retail
sector, operates several outlets across the country. Over the
years, SARN has been committed to offering competitive wages
and benefits to its employees, alongside maintaining a reputation
for excellent customer service. However, recently, tensions have
begun to rise between SARN’s management and the Retail and
Allied Workers' Union (RAWU), which represents a significant
portion of SARN's workforce. The conflict began when SARN,
following a period of solid profitability, proposed a modest
wage increase for its employees. John Smith, Head of Human
Resources at SARN, communicated to the union via email that,
given the economic conditions, the wage increase was
reasonable and in line with industry standards. The company
also pointed out that the increase was part of a broader strategy
to ensure long-term financial sustainability. However, Thuli
Nkosi, President of RAWU, rejected the proposal. Instead of
responding via email, Thuli chose to call John directly,
expressing her disagreement with the offer. During the call, she
argued that the wage increase was insufficient, and she asserted
that SARN, with its profitability, could afford to offer more.
Thuli’s tone was firm, emphasising that the workers’
contribution to the company’s success deserved better
recognition. She communicated that the union would not accept
the current terms and would escalate the matter if necessary. As
negotiations continued, no agreement was reached, and the
,dispute started to affect the morale and work environment within
SARN’s stores. As tensions escalated, RAWU formally referred
the dispute to the Commission for Conciliation, Mediation, and
Arbitration (CCMA) in an attempt to resolve the issues.
However, despite this referral, the union failed to attend several
conciliation sessions and instead encouraged its members to
demonstrate their commitment to the cause by taking action.
Some senior members of RAWU even argued that the CCMA
process would only delay a resolution. After about a week of
unsuccessful conciliation attempts, RAWU members decided to
go on strike without providing any prior notice to SARN. Over
the following weeks, several incidents occurred at various
SARN stores, including disruptive protests, blocked entrances,
and property damage. As the situation became more volatile,
RAWU announced it would escalate its actions unless SARN
agreed to the union’s demands. This strike impacted multiple
SARN locations nationwide, significantly affecting operations
and customer service. The situation worsened when SARN’s
management, faced with ongoing disruptions and financial
losses, began to explore other potential measures to mitigate the
impact on the business, including the possibility of
retrenchments. The company’s financial position was
deteriorating due to the ongoing unrest, and it became clear that
drastic decisions might be necessary to preserve the company’s
viability.
QUESTION 1 1.1 Explain the components of the
communication process between SARN and RAWU at the
beginning of the wage negotiations. Consider how both SARN’s
management and RAWU conveyed their positions. (6)
, ANSWER
1.1 Components of the Communication Process between
SARN and RAWU (10 marks)
The communication process involves several key components:
the sender, message, medium, receiver, feedback, and noise.
In the case of the wage negotiations between SARN and
RAWU, these elements played out as follows:
Component Application to SARN and RAWU
Initially, John Smith (Head of HR at SARN)
acted as the sender, communicating SARN's
Sender wage increase proposal. Later, Thuli Nkosi
(President of RAWU) became the sender when
responding.
SARN’s message was that the proposed wage
increase was reasonable, based on economic
conditions and a strategy for long-term
Message sustainability. RAWU’s message was that the
increase was inadequate, and employees deserved
more due to their contribution to SARN’s
profitability.
John Smith used email to send the initial proposal
Medium to RAWU, while Thuli Nkosi responded via a
(Channel) telephone call, choosing a more direct and
immediate form of communication.
Initially, RAWU was the receiver of SARN’s
Receiver email. Subsequently, John Smith was the receiver
of Thuli’s verbal response.
