,COM1513 Assignment 3 PORTFOLIO (COMPLETE ANSWERS) Semester 1
2025 - DUE 26 May 2025;100% CORRECT AND TRUSTED SOLUTIONS
QUESTION 1
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)
Communicative Situation 1: Internal Communication Between SABC
Executives and Journalists (Top-Down Communication)
1. Name of Communicative Situation:
Internal Directive Communication
2. Context of the Communicative Situation:
This situation took place within the internal organisational structure of
the SABC, specifically between top-level executives, including the then
COO Hlaudi Motsoeneng, and news journalists or editorial staff.
Communicators involved: SABC top management (e.g., COO
Hlaudi Motsoeneng) issued directives to journalists and editorial
staff.
Time and space: These communications occurred in newsroom
meetings and internal memos during the height of the controversy
in 2016, when the broadcaster enforced a policy not to air footage
of violent protests or government criticism.
, Directionality: The communication was top-down, hierarchical,
and one-directional. Journalists received instructions but had
limited ability to respond or object within formal channels.
Degree of interaction: Very low. Journalists were expected to
follow the editorial instructions without engaging in open dialogue.
Some journalists who raised concerns were either disciplined,
suspended, or dismissed.
3. Motivation Behind the Communication:
The primary role of this communicative situation was control and
compliance enforcement. SABC executives used internal
communication to ensure that journalists adhered to a controversial
editorial policy that prohibited showing visuals of public protests and
dissent. The motivation was likely political: to shape public perception,
avoid criticising government institutions, and enforce a particular
narrative. This type of communication reflected an attempt to centralise
power, reduce dissent, and maintain a specific public image aligned with
certain political interests.
Communicative Situation 2: Whistleblower Communication to the
Public and Media (Employee-Public Communication)
1. Name of Communicative Situation:
Whistleblower Disclosure
2. Context of the Communicative Situation:
This occurred when a group of SABC journalists, famously referred to
as the "SABC8," publicly spoke out against the broadcaster's censorship
policies.
2025 - DUE 26 May 2025;100% CORRECT AND TRUSTED SOLUTIONS
QUESTION 1
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)
Communicative Situation 1: Internal Communication Between SABC
Executives and Journalists (Top-Down Communication)
1. Name of Communicative Situation:
Internal Directive Communication
2. Context of the Communicative Situation:
This situation took place within the internal organisational structure of
the SABC, specifically between top-level executives, including the then
COO Hlaudi Motsoeneng, and news journalists or editorial staff.
Communicators involved: SABC top management (e.g., COO
Hlaudi Motsoeneng) issued directives to journalists and editorial
staff.
Time and space: These communications occurred in newsroom
meetings and internal memos during the height of the controversy
in 2016, when the broadcaster enforced a policy not to air footage
of violent protests or government criticism.
, Directionality: The communication was top-down, hierarchical,
and one-directional. Journalists received instructions but had
limited ability to respond or object within formal channels.
Degree of interaction: Very low. Journalists were expected to
follow the editorial instructions without engaging in open dialogue.
Some journalists who raised concerns were either disciplined,
suspended, or dismissed.
3. Motivation Behind the Communication:
The primary role of this communicative situation was control and
compliance enforcement. SABC executives used internal
communication to ensure that journalists adhered to a controversial
editorial policy that prohibited showing visuals of public protests and
dissent. The motivation was likely political: to shape public perception,
avoid criticising government institutions, and enforce a particular
narrative. This type of communication reflected an attempt to centralise
power, reduce dissent, and maintain a specific public image aligned with
certain political interests.
Communicative Situation 2: Whistleblower Communication to the
Public and Media (Employee-Public Communication)
1. Name of Communicative Situation:
Whistleblower Disclosure
2. Context of the Communicative Situation:
This occurred when a group of SABC journalists, famously referred to
as the "SABC8," publicly spoke out against the broadcaster's censorship
policies.
