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COM1513 Assignment 3 Semester 1 2026 (Answer Guide) – Due 28
May 2026
Communication in the context of the organisation
VERIFIED AND CERTIFIED ANSWERS. WRITTEN IN REQUIRED FORMAT AND WITHIN
GIVEN GUIDELINES. IT IS GOOD TO USE AS A GUIDE AND FOR REFERENCE, NEVER
PLAGARIZE. Thank you and success in your academics.
UNISA, 2026
Contents
QUESTION 1 .......................................................................................................................................... 3
Downward communication problems ......................................................................................... 3
Upward communication problems .............................................................................................. 3
Horizontal communication problems ......................................................................................... 4
QUESTION 2 .......................................................................................................................................... 4
Example 1: Unofficial WhatsApp shift-worker groups ........................................................... 4
Example 2: Leaked internal memo on “strategic silence” .................................................... 5
How the grapevine affects internal coordination .................................................................... 5
How the grapevine affects employee morale ........................................................................... 6
QUESTION 3 .......................................................................................................................................... 6
Distinction between marketing communication and brand communication ................... 6
Evidence from the #PowerThrough! campaign ....................................................................... 7
Argument: More aligned with brand objectives (but poorly executed) ............................. 7
Contrast with marketing communication objectives .............................................................. 8
Conclusion on alignment ............................................................................................................... 8
QUESTION 4 .......................................................................................................................................... 8
Principle 1: Interdependence (Ubuntu – “I am because we are”) ....................................... 8
Principle 2: Collective meaning-making .................................................................................... 9
Principle 3: Oral traditions and participatory dialogue .......................................................... 9
Summary evaluation ..................................................................................................................... 10
QUESTION 5 ........................................................................................................................................ 11
5.1 Describe how tourist organisations use specific messaging in their
communication and marketing material to enhance the tourism industry. (10) ........... 11
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5.2 Discuss the different ways that tourism can contribute to the growth of South
Africa. (8) .......................................................................................................................................... 13
QUESTION 6 ........................................................................................................................................ 16
Power dynamics reflected in communication ........................................................................ 16
Resistance reflected in communication .................................................................................. 17
Conclusion ....................................................................................................................................... 18
REFERENCES ..................................................................................................................................... 18
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QUESTION 1
Analyse vertical (downward/upward) and horizontal communication problems at
Eskom. For each direction, propose one communication intervention justified
with communication theory (e.g., transmission vs transactional models).
Downward communication problems
Eskom’s downward communication is described as “slow and bureaucratic; memos
from the CEO take days to reach technicians” (Eskom scenario 2026: 5). This reflects a
transmission model of communication, where messages are encoded by senior
management and decoded by technicians after considerable delay. According to the
transmission model, communication is linear and one-way, with no mechanism for
immediate feedback or shared meaning (COM1513 Study Unit 1, section 3.1: 4). The
bureaucratic delays also indicate that Eskom treats organisations as containers
(COM1513 Study Unit 1, section 4.1: 6), where communication flows down a rigid
hierarchy without adapting to frontline needs.
Intervention: Replace slow memos with a daily 15-minute digital shift handover
video message from plant managers to technicians, using a transactional model of
communication (COM1513 Study Unit 1, section 3.1: 5). In a transactional model,
communication is circular, with encoding, decoding, feedback, and adaptation.
Technicians could use a simple emoji-based or voice-note feedback system to confirm
understanding and raise immediate concerns. This reduces delay, creates shared
meaning, and respects the interdependence of all employees (COM1513 Study Unit 5,
section 6.2: 14).
Upward communication problems
Upward communication is discouraged “because middle managers fear that raising
problems will lead to blame” (Eskom scenario 2026: 5). This reflects a power
asymmetry rooted in a functionalist perspective where organisations are seen as
machines that punish deviation (COM1513 Study Unit 5, section 3: 3). From a critical
perspective, this silences lower-level employees and maintains a colonial matrix of
power where only top-down truth is accepted (COM1513 Study Unit 5, section 6.4: 15).
COM1513 Assignment 3 Semester 1 2026 (Answer Guide) – Due 28
May 2026
Communication in the context of the organisation
VERIFIED AND CERTIFIED ANSWERS. WRITTEN IN REQUIRED FORMAT AND WITHIN
GIVEN GUIDELINES. IT IS GOOD TO USE AS A GUIDE AND FOR REFERENCE, NEVER
PLAGARIZE. Thank you and success in your academics.
UNISA, 2026
Contents
QUESTION 1 .......................................................................................................................................... 3
Downward communication problems ......................................................................................... 3
Upward communication problems .............................................................................................. 3
Horizontal communication problems ......................................................................................... 4
QUESTION 2 .......................................................................................................................................... 4
Example 1: Unofficial WhatsApp shift-worker groups ........................................................... 4
Example 2: Leaked internal memo on “strategic silence” .................................................... 5
How the grapevine affects internal coordination .................................................................... 5
How the grapevine affects employee morale ........................................................................... 6
QUESTION 3 .......................................................................................................................................... 6
Distinction between marketing communication and brand communication ................... 6
Evidence from the #PowerThrough! campaign ....................................................................... 7
Argument: More aligned with brand objectives (but poorly executed) ............................. 7
Contrast with marketing communication objectives .............................................................. 8
Conclusion on alignment ............................................................................................................... 8
QUESTION 4 .......................................................................................................................................... 8
Principle 1: Interdependence (Ubuntu – “I am because we are”) ....................................... 8
Principle 2: Collective meaning-making .................................................................................... 9
Principle 3: Oral traditions and participatory dialogue .......................................................... 9
Summary evaluation ..................................................................................................................... 10
QUESTION 5 ........................................................................................................................................ 11
5.1 Describe how tourist organisations use specific messaging in their
communication and marketing material to enhance the tourism industry. (10) ........... 11
,2|Page
5.2 Discuss the different ways that tourism can contribute to the growth of South
Africa. (8) .......................................................................................................................................... 13
QUESTION 6 ........................................................................................................................................ 16
Power dynamics reflected in communication ........................................................................ 16
Resistance reflected in communication .................................................................................. 17
Conclusion ....................................................................................................................................... 18
REFERENCES ..................................................................................................................................... 18
, 3|Page
QUESTION 1
Analyse vertical (downward/upward) and horizontal communication problems at
Eskom. For each direction, propose one communication intervention justified
with communication theory (e.g., transmission vs transactional models).
Downward communication problems
Eskom’s downward communication is described as “slow and bureaucratic; memos
from the CEO take days to reach technicians” (Eskom scenario 2026: 5). This reflects a
transmission model of communication, where messages are encoded by senior
management and decoded by technicians after considerable delay. According to the
transmission model, communication is linear and one-way, with no mechanism for
immediate feedback or shared meaning (COM1513 Study Unit 1, section 3.1: 4). The
bureaucratic delays also indicate that Eskom treats organisations as containers
(COM1513 Study Unit 1, section 4.1: 6), where communication flows down a rigid
hierarchy without adapting to frontline needs.
Intervention: Replace slow memos with a daily 15-minute digital shift handover
video message from plant managers to technicians, using a transactional model of
communication (COM1513 Study Unit 1, section 3.1: 5). In a transactional model,
communication is circular, with encoding, decoding, feedback, and adaptation.
Technicians could use a simple emoji-based or voice-note feedback system to confirm
understanding and raise immediate concerns. This reduces delay, creates shared
meaning, and respects the interdependence of all employees (COM1513 Study Unit 5,
section 6.2: 14).
Upward communication problems
Upward communication is discouraged “because middle managers fear that raising
problems will lead to blame” (Eskom scenario 2026: 5). This reflects a power
asymmetry rooted in a functionalist perspective where organisations are seen as
machines that punish deviation (COM1513 Study Unit 5, section 3: 3). From a critical
perspective, this silences lower-level employees and maintains a colonial matrix of
power where only top-down truth is accepted (COM1513 Study Unit 5, section 6.4: 15).
