[TYPE THE COMPANY NAME]
COM1513 Assignment
3 (Portfolio) Semester
1 Memo | Due 26 May
2025
NO PLAGIARISM
[Pick the date]
[Type the abstract of the document here. The abstract is typically a short summary of the contents of
the document. Type the abstract of the document here. The abstract is typically a short summary of
the contents of the document.]
, Exam (elaborations)
COM1513 Assignment 3 (Portfolio) Semester
1 Memo | Due 26 May 2025
Course
Communication in the context of the organisation (COM1513)
Institution
University Of South Africa (Unisa)
COM1513 Assignment 3 (Portfolio) Semester 1 Memo | Due 26 May 2025. All
questions fully answered. ANSWER ALL THE QUESTIONS.
QUESTION 1 Read the case study below and answer the questions that
follow. 1.1 Using the SABC case study and the accompanying news articles
provided, identify and explain at least three (3) different communicative
situations that occurred during the events described. For each of the three
(3) situations, do the following: • Name the communicative situation. (3) •
Describe the context in which each communicative situation occurred
(include details such as the communicators involved, the situation in terms
of time and space, and the directionality and degree of interaction of the
communication). (12) • Explain the communicative situation’s role or
motivation behind the communication at the SABC. (6)
1.1 Communicative Situations at the SABC
1. Communicative Situation: Internal Organizational Communication
Context:
o Communicators Involved: SABC senior management (including COO Hlaudi
Motsoeneng) and internal staff (journalists, editors).
o Time & Space: Internal meetings and emails during May–July 2016, taking place
within the SABC headquarters in Johannesburg.
o Directionality & Interaction: Top-down communication with limited feedback
allowed. It was hierarchical and directive in nature.
Role/Motivation:
o The motivation was to issue internal directives to enforce new editorial policies
— specifically, the censorship of protest coverage. Management aimed to control
how information was disseminated to preserve the broadcaster’s image and avoid
"damaging the national interest."
2. Communicative Situation: Public Media Communication
Context:
, o Communicators Involved: SABC news division broadcasting to the South
African public.
o Time & Space: Television and radio news broadcasts during the protest period
(mid-2016), affecting national coverage.
o Directionality & Interaction: One-way mass communication from the
broadcaster to the general public, with no direct interaction.
Role/Motivation:
o The motivation was to shape public perception by selectively reporting on events,
in line with internal policy changes. By avoiding protest visuals, the SABC
attempted to maintain a narrative of national stability and reduce potential unrest.
3. Communicative Situation: Whistleblower and Media Watchdog Communication
Context:
o Communicators Involved: Suspended or dismissed journalists (“SABC 8”),
media watchdogs (like SANEF), and the public via press releases and social
media.
o Time & Space: June–August 2016, through public platforms like press
conferences and social media (Twitter, News24, etc.).
o Directionality & Interaction: Initially one-way (journalists issuing statements),
but became two-way through media interviews, public support, and social
engagement.
Role/Motivation:
o The motivation was to expose unethical editorial decisions, seek justice for unfair
dismissals, and advocate for journalistic independence. These communicative
actions were part of a resistance to managerial control and an appeal to
democratic values.
1.2 Using your understanding of the transactional model of communication,
explain how communication between different role players at the SABC (e.g.
management, employees, In 2020, the South African Broadcasting
Corporation (SABC), South Africa's public broadcaster, announced plans to
restructure and retrench approximately 400 employees. This decision
triggered a national outcry, internal protests and public debates about the
role, responsibilities and leadership practices of the broadcaster. Many
employees opposed the retrenchments, arguing that the decision-making
process lacked transparency and adequate consultation. The crisis
highlighted deep tensions between SABC leadership and staff and raised
concerns about the erosion of the organisation's public service mandate in
favour of corporate priorities. [30]
1.2 Transactional Model of Communication and the SABC Retrenchment Crisis
COM1513 Assignment
3 (Portfolio) Semester
1 Memo | Due 26 May
2025
NO PLAGIARISM
[Pick the date]
[Type the abstract of the document here. The abstract is typically a short summary of the contents of
the document. Type the abstract of the document here. The abstract is typically a short summary of
the contents of the document.]
, Exam (elaborations)
COM1513 Assignment 3 (Portfolio) Semester
1 Memo | Due 26 May 2025
Course
Communication in the context of the organisation (COM1513)
Institution
University Of South Africa (Unisa)
COM1513 Assignment 3 (Portfolio) Semester 1 Memo | Due 26 May 2025. All
questions fully answered. ANSWER ALL THE QUESTIONS.
QUESTION 1 Read the case study below and answer the questions that
follow. 1.1 Using the SABC case study and the accompanying news articles
provided, identify and explain at least three (3) different communicative
situations that occurred during the events described. For each of the three
(3) situations, do the following: • Name the communicative situation. (3) •
Describe the context in which each communicative situation occurred
(include details such as the communicators involved, the situation in terms
of time and space, and the directionality and degree of interaction of the
communication). (12) • Explain the communicative situation’s role or
motivation behind the communication at the SABC. (6)
1.1 Communicative Situations at the SABC
1. Communicative Situation: Internal Organizational Communication
Context:
o Communicators Involved: SABC senior management (including COO Hlaudi
Motsoeneng) and internal staff (journalists, editors).
o Time & Space: Internal meetings and emails during May–July 2016, taking place
within the SABC headquarters in Johannesburg.
o Directionality & Interaction: Top-down communication with limited feedback
allowed. It was hierarchical and directive in nature.
Role/Motivation:
o The motivation was to issue internal directives to enforce new editorial policies
— specifically, the censorship of protest coverage. Management aimed to control
how information was disseminated to preserve the broadcaster’s image and avoid
"damaging the national interest."
2. Communicative Situation: Public Media Communication
Context:
, o Communicators Involved: SABC news division broadcasting to the South
African public.
o Time & Space: Television and radio news broadcasts during the protest period
(mid-2016), affecting national coverage.
o Directionality & Interaction: One-way mass communication from the
broadcaster to the general public, with no direct interaction.
Role/Motivation:
o The motivation was to shape public perception by selectively reporting on events,
in line with internal policy changes. By avoiding protest visuals, the SABC
attempted to maintain a narrative of national stability and reduce potential unrest.
3. Communicative Situation: Whistleblower and Media Watchdog Communication
Context:
o Communicators Involved: Suspended or dismissed journalists (“SABC 8”),
media watchdogs (like SANEF), and the public via press releases and social
media.
o Time & Space: June–August 2016, through public platforms like press
conferences and social media (Twitter, News24, etc.).
o Directionality & Interaction: Initially one-way (journalists issuing statements),
but became two-way through media interviews, public support, and social
engagement.
Role/Motivation:
o The motivation was to expose unethical editorial decisions, seek justice for unfair
dismissals, and advocate for journalistic independence. These communicative
actions were part of a resistance to managerial control and an appeal to
democratic values.
1.2 Using your understanding of the transactional model of communication,
explain how communication between different role players at the SABC (e.g.
management, employees, In 2020, the South African Broadcasting
Corporation (SABC), South Africa's public broadcaster, announced plans to
restructure and retrench approximately 400 employees. This decision
triggered a national outcry, internal protests and public debates about the
role, responsibilities and leadership practices of the broadcaster. Many
employees opposed the retrenchments, arguing that the decision-making
process lacked transparency and adequate consultation. The crisis
highlighted deep tensions between SABC leadership and staff and raised
concerns about the erosion of the organisation's public service mandate in
favour of corporate priorities. [30]
1.2 Transactional Model of Communication and the SABC Retrenchment Crisis
