This article was downloaded by: [Northeastern University]On: 11 November 2014, At: 01:53Publisher: RoutledgeInforma Ltd Registered in England and Wales Registered Number: 1072954Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH,UK

International Journal ofStrategic CommunicationPublication details, including instructions forauthors and subscription information:http://www.tandfonline.com/loi/hstc20

Communications Managementin the Africa Context:Implications for Theory,Research, and PracticeRonél Rensburg aa Department of Marketing and CommunicationManagement , University of Pretoria , South AfricaPublished online: 05 Dec 2007.

To cite this article: Ronél Rensburg (2007) Communications Management in the AfricaContext: Implications for Theory, Research, and Practice, International Journal ofStrategic Communication, 1:1, 37-51, DOI: 10.1080/15531180701285269

To link to this article: http://dx.doi.org/10.1080/15531180701285269

PLEASE SCROLL DOWN FOR ARTICLE

Taylor & Francis makes every effort to ensure the accuracy of all theinformation (the “Content”) contained in the publications on our platform.However, Taylor & Francis, our agents, and our licensors make norepresentations or warranties whatsoever as to the accuracy, completeness,or suitability for any purpose of the Content. Any opinions and viewsexpressed in this publication are the opinions and views of the authors, andare not the views of or endorsed by Taylor & Francis. The accuracy of theContent should not be relied upon and should be independently verified withprimary sources of information. Taylor and Francis shall not be liable for anylosses, actions, claims, proceedings, demands, costs, expenses, damages,and other liabilities whatsoever or howsoever caused arising directly orindirectly in connection with, in relation to or arising out of the use of theContent.

This article may be used for research, teaching, and private study purposes.Any substantial or systematic reproduction, redistribution, reselling, loan,sub-licensing, systematic supply, or distribution in any form to anyone isexpressly forbidden. Terms & Conditions of access and use can be found athttp://www.tandfonline.com/page/terms-and-conditions

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

Communications Management in theAfrica Context: Implications for Theory,

Research, and Practice

Ronél RensburgDepartment of Marketing and Communication Management

University of Pretoria, South Africa

The global attempt to determine the body of knowledge for communication man-

agement has inspired and motivated African scholars and practitioners to provide

insights into this field from the perspective of a developing continent. This article

attempts to paint the African picture in terms of political and socioeconomic fac-

tors against the backdrop of globalization. In Africa, scholars and practitioners

have an added responsibility—the utilization of communication management for

development and empowerment of the continent and its people. The article investi-

gates some implications for African communication management theory, research,

and practice.

In developed countries, communication management (public relations)1 in all its

contexts is of paramount importance to creating and maintaining effective relation-

ships with all stakeholders. In Africa, in theory, this is also held as a strong argu-

ment by communication management scholars and practitioners. However, to real-

ize this ideal in practice is much more difficult.

The issue of effective communication with stakeholders across the African con-

tinent has been noted by current South African President Thabo Mbeki. He has

written and spoken often about the importance of communication, and in an open

INTERNATIONAL JOURNAL OF STRATEGIC COMMUNICATION, 1(1), 37–51Copyright © 2007, Lawrence Erlbaum Associates, Inc.

Correspondence concerning this article should be addressed to Ronél Rensburg, Department of

Marketing and Communication Management, Economics and Management Sciences Building, Uni-

versity of Pretoria, Lynnwood Road, 0002 Pretoria, Republic of South Africa. E-mail: ronel.rensburg@

up.ac.za1Public relations in this context refers to communication management. The term public relations is

more often recognized and used in the African context than the term communication management.

Communication management will be used in the context of this article.

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

letter in November 2005 he strongly stated that “communication is a fundamental

human right” (Mbeki, 2005).

For readers to become aware of and comprehend the difficulties that confront

communication management scholars and practitioners in Africa, a brief descrip-

tion of Africa’s current position is necessary.

THE SOCIOPOLITICAL AND ECONOMICSCENARIO IN AFRICA

The issues of HIV/AIDS, continuing and growing poverty, overcrowding, lack of

proper housing, political conflict, rising crime levels, power shortages, lack of in-

frastructure, corruption—to mention but a few—are staring the developing coun-

tries of Africa in the face. In spite of the strife that accompanies many African

countries and the Afro-pessimism that might abound, the mood of the African peo-

ple in this age-old continent should never be underestimated. Africa has an explod-

ing young population that is increasingly exposed to the global worldview and

public sphere. It is therefore a continent where pre-modern, modern, and post-

modern characteristics are present.

Scholars and practitioners should scrutinize the state of theory, research, and

practice of communication management in Africa with Afro-optimism. They must

determine not only how the field can make a contribution to development and em-

powerment in Africa, but also how Africa can contribute to the field and body of

knowledge of communication management on the global stage. The African conti-

nent is a greenfield for research, and scholars have finally realized that some, but

not all, aspects of the Anglo-European-American concept and practice of commu-

nication management can be transplanted onto the field in Africa. The composition

of the social fabric and the value system of Africa is still far too different from that

of the developed world.

On the African continent, scholars and practitioners in all spheres and disci-

plines must find effective ways to utilize theory, research, and practice to alleviate

the pressing sociopolitical and economic problems, and also in the field of commu-

nication management. It is a responsibility and a duty, and therefore the work done

in Africa must be as applied and inventive as possible. In Africa, the words of

Manfred Rühl at the BledCom 2005 Symposium fully apply: “PR is what PR does”

(Manfred Rühl, 2005). Public relations (as strategic communication management)

is what public relations does in Africa. African scholars do not always have the

luxury of meta-communication debates. Here, communication management the-

ory, research, and practice must serve a definite purpose and must have outcomes.

Against the aforementioned scenario, this article attempts to identify implications

for communication management theory, research, and practice in Africa.

38 RENSBURG

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

THE NEED FOR A PARADIGM SHIFT

To provide implications and possible areas of research for communication man-

agement in Africa, one should be mindful of the problematic position in which so-

cial science in general finds itself in Africa. The importance of communication

management as an academic discipline and as a practice might be recognized fully

in Africa (particularly in South Africa, Kenya, Nigeria, and Tanzania and through

the Federation of African Public Relations Associations), but there are a few obsta-

cles to note.

Social science research in Africa has been omitted from the research agendas of

the world stage for some time. The result is also the omission of the African experi-

ence from much of the world systems and other analyses where the intent is

global—mainly for lack of information. The necessity, but also the problem, of do-

ing social science research in Africa was summarized as follows by Thandika

Mkandawire (1998) during the Claude Ake Lecture at the 9th General Assembly of

the Council for the Development of Social Science Research in Africa held in

Dakar, Senegal:

If scientific knowledge was possessed by monkeys, much of humanity would see it as

“monkey business” and leave it at that. It is not that scientific and technical progress

will lead humanity to nirvana or utopia, but that it has the potential to address a large

number of problems that unnecessarily haunt so much of humanity.

Communication Management Research in Africa:A Tool to Improve People’s Lives?

The standing of social science in Africa can be interpreted as a function of the sta-

tus of knowledge in African societies and the resources available to governments

(states) for knowledge production. Africa is a region where underdevelopment pre-

vails and poverty still characterizes the condition of the majority of people. If re-

search is funded and executed (even communication management research), it is

expected—by sponsors that fund research and by research respondents—that the

outcomes of the research will improve the lives and circumstances of the majority

of people. The question of how to deal with poverty and underdevelopment seems

to affect perceptions of everything else and determine African research priorities

(Sall, 2003, p. 11).

African researchers and scholars are attempting to make sense of increasingly

complex local and global phenomena and are actively involved in the processes of

development and of creating a modern public sphere, which may or may not over-

lap with the sphere of the state (government) or of individual communities. Social

research and science in Africa is very much “a creature, if not a creation, of the

states, taking their boundaries as crucial social containers” (Gulbenkian Commis-

COMMUNICATION MANAGEMENT IN AFRICA 39

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

sion, 1996, p. 27). The development of social science teaching and research in Af-

rica can be seen as closely linked to the birth and evolution of the post-colonial

state, which can be interpreted as the modern state (Sall, 2003, p. 15). The expres-

sion of national priorities and development needs is still rife in the discourse of Af-

rican scholars. They believe their role is to make sense of local, regional, national,

and global social processes and transformations.

Changes That Affect Communication ManagementResearch in Africa

The development of social research (in particular communication management) in

Africa is very much a post-colonial phenomenon. But now change is affecting the

social research environment. Among the different types of change that character-

ize the context of social science research in Africa, the following five seem to be of

paramount importance (Aina, 1998; Allen, 1986; UNESCO, 1999; World Bank,

2001):

1. Economic change (from development to decline and liberalization).

2. Social change (in the status movement of large sections of elite from high

to low, rapid urbanization, and an increase in mass poverty).

3. Political change (authoritarianism to the brink of despotism; liberal demo-

cratic phenomena in some countries, conflict and civil wars in others).

4. Changes in information and communication technologies (and the lack of

infrastructure).

5. Changes in social institutions (expansion of certain sectors and the diversi-

fication of other institutions and governance systems).

Different Communication Management Metrics for Africa?

During the course of November 1998, the Council for the Development of Social

Science Research in Africa Small Grants for Thesis Writing Selection Commit-

tee analyzed trends in the social science disciplines on the basis of 418 dossiers

(Sall, 2003, p. 42). The committee found that most research studies were defined

by interests that were the expression of curiosity toward daily experiences and

social transformations in Africa. The themes that were based on the realities of

the day mirrored the pluralism and dynamism of the emerging social science re-

search community. These were attempts to adapt the disciplines to local African

conditions not merely through the study of local phenomena, but also by

attempting to revisit certain theories and research methodologies. Scholars all

over Africa are looking to indigenize disciplines (Niang, 2000). As an

40 RENSBURG

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

indigenized discipline, communication management could, for example, study

the following:

1. African communication themes or issues of particular interest to Africa.

2. Conceptual frameworks and research paradigms in communication manage-

ment developed by African scholars.

3. Particular African innovations in communication management research

methodologies, such as settlu, a traditional method of observation that does not

disturb the observed. It is common knowledge that Western-based metrics like in-

terviews and questionnaires are not always effective in collecting data in Africa for

numerous reasons (from low literacy levels to cultural taboos). For example, in

many African societies, the question-and-answer format is problematic, as African

respondents prefer to draw the interviewer into a dialogue (Sall, 2003). The meth-

odology to be developed here will then take such a relationship between the inter-

viewer and respondent into account (cf. Niang, 2000, for a discussion regarding

problems associated with data collection by questionnaire in African communi-

ties).

The parochial nature of the research is in the choice of research topics, themes,

and tools. As far as research methods being used are concerned, communication

management and general communication science as practiced in Africa are as uni-

versal as they are anywhere else in the world. Moreover, as scholars like Mamdani

(2001) have argued, African scholars have always studied Africa in the world. The

tendency to select topics close to the continent is probably part of a more global

postmodern shift away from grand theory and grand systems. However, certain

topics (as is the case with communication management) can be universally conver-

gent in nature.

Communication Management Research in Africa:Implications

Is there a need for a complete communication management paradigm shift for Af-

rica then? According to Kuhn, paradigms are “general ways of seeing the

world”(cf. Kuhn, 1970). Paradigms determine “normal science” (cf. Kuhn, 1970)

and therefore also the kind of analysis that is made of a given social phenomenon.

A paradigm shift occurs when, as a result of the evolution of social phenomena

and/or developments within science itself, new general ways of seeing the world

emerge (Abercrombie, Hill, & Turner, 1994; Kuhn, 1970). However, a real empiri-

cal base for social research remains.

Given the dominant paradigm and given its close connections with post-inde-

pendence development processes, social science research in Africa was primarily

COMMUNICATION MANAGEMENT IN AFRICA 41

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

intended to serve state and national development purposes, themselves conceived

in very state-like terms. The state was therefore not only the key theme in social

science, but also the main user of the research executed. Now the research has al-

ready become more diversified to include business, social movements, civil soci-

ety organizations, and so on. Among the key topics for research that emerge in de-

bates surrounding both theories and paradigms in communication management in

Africa are the following: personal and cultural identity, Africanity, ethnic identi-

ties and ethnicity, and race; Africa in the world economy; social movements; activ-

ism; structural adjustments; gender issues; authoritarianism; challenges in demo-

cratic transitions; corporate governance and citizenship; conflict and conflict

resolution; rural and agrarian issues; business incubation; small and medium en-

terprises; Black empowerment; urban processes; regional integration; endogenous

knowledge and research-based global knowledge; reputation management; cor-

ruption, and HIV/AIDS. Globalization has also become a dominant issue in re-

search debates in Africa. Policy options such as de-linking in the context of global-

ization are no longer debated. Instead the question is frequently posed whether

Africa should seek to achieve restricted integration into the world economy

(Mkandawire & Soludo, 1999). Africa needs to be able to compete in the global

market of goods, ideas, services, and influences from a much less disadvantaged

position.

Among the most important constraints faced by the African research commu-

nity are the extremely volatile political environment and the very precarious eco-

nomic and social conditions in which it has to operate. The rapid changes now also

pose considerable challenges for institutions and scholars alike, and the challenges

facing communities are many and varied. Social reality in Africa is becoming in-

creasingly complex. Keeping up with the academic debates globally in the respec-

tive disciplines (also in communication management) is a major challenge for Af-

rican scholars. The drive toward marketability is also a global phenomenon that

brings to light major questions about agenda setting for research carried out on the

African continent. The information technology revolution in particular brings

along its own cohort of opportunities and risks for Africa. According to the Sene-

galese philosopher Bachir Diagne (2001), the Internet, for many African scholars,

“just enables us to know what we don’t have.” More effort also ought to go into es-

tablishing new African communication management models and theories based

upon a true African philosophy.

COMMUNICATION MANAGEMENT AND THEPERSUASIVE SCIENCES IN AFRICA

The strategic use of communication management is an increasingly important part

of the communication and media environment in contemporary society. It has

42 RENSBURG

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

spread throughout the world, from developed industrial economies to developing

states and societies. Wherever global capitalism and liberal democracy are to be

found, it is likely that communication management will also be there. But in Af-

rica, not all stakeholders and manufacturers of communication are fully informed

of the degrees of difference between communication management and other per-

suasive sciences.

Communication Management and Propaganda

In those states in Africa where there are still totalitarian regimes, communica-

tion management is often still mistaken for, or even referred to, as propaganda.

This is seen—by scholars in developed countries—as a challenge for communica-

tion management scholars in Africa. However, the distinction between communi-

cation management and propaganda in Africa is not always easy to discern.

Terrorism and propaganda are closely and visibly linked in the post-9/11 era, the

War on Terror campaigns, and so forth. Some critics have argued that the term pro-

paganda should be used in a nonpejorative or neutral sense. One widely cited defi-

nition states: “Propaganda is the deliberate and systematic attempt to shape per-

ceptions, manipulate cognitions, and direct behavior to achieve a response that

furthers the desired intent of the propagandist” (Jowett & O’Donnell, 1992, p. 4).

Many authors, especially those writing about communication management, con-

trast the manipulative intent of the propagandist with the free and open exchange

of ideas that characterizes communication management in developed liberal de-

mocracies. For example, from an American perspective it is argued that communi-

cation management is underpinned by the First Amendment in the United States

Constitution, and that freedom of speech is in the long run the greatest deterrent to

the misuse of propaganda. It follows that a society without propaganda would be

one with no serious divisions of interest. In such a utopia, disputes would be adju-

dicated by free, fair, and, above all, rational debate. In the African environment,

however, things are not so simple.

The central problem with attempts at workable definitions of propaganda is that

the question of who is the propagandist is always contested. The identification of a

propagandist in the real world is a matter of political argument that is linked to spe-

cific interests and ideologies. It is perhaps more adequate and instructive to see

propaganda as a “matter of the politics of information” (Robins, Webster, &

Pickering, 1987, p. 8). Nevertheless, propaganda is often only a small part of the

media and information strategies of Western governments, but a large part of the

strategies of African governments. It can be argued that propaganda is a form of in-

formation strategy that does not differ in any meaningful sense from the contempo-

rary practice of communication management, though the vast majority of those

working in communication management would reject this comparison. Indeed,

propaganda is usually composed largely of truthful information, with possibly

COMMUNICATION MANAGEMENT IN AFRICA 43

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

some element of falsehood or a particular spin. In Africa, where politics is all pow-

erful and often seen as big business, the boundaries between communication man-

agement, persuasive communication, and propaganda are not so obvious.

Communication Management in Africa and the Art of Spin

The precise origins of the term spin are unclear. It is probably American, and it is

thought to refer to sport (baseball) and the spin that can be put on a ball by a

pitcher—that is, the pitcher can make the ball do what he wants it to do. Spin doc-

toring refers to the attempt to make news and information do what the user wants it

to do—spin doctors tell stories in ways that best suit their interests. The use of

communication management in politics is not a new phenomenon, but there is cer-

tainly an aura of mystery and drama surrounding spin doctors. They often tend to

be involved in controversy and are at the sharp end of party politics. Spin doctors

are the behind-the-scenes fixers, licensed by the most important and powerful poli-

ticians to tell the media and the world what the politicians want them to hear. In Af-

rica this is fast becoming a daily phenomenon.

Once upon a time political parties employed media officers to answer factual

questions about policy and distribute the speeches of politicians. Now they have

spin doctors who refuse to give out information until they are ready to release it and

peddle the hidden message behind the most anodyne remarks (McNair, 1995, p.

129).

The power of the spin doctor resides in his or her support from powerful politi-

cians—when that support disappears, the spin doctor is usuallyhelpless and a politi-

cal liability. So, although spin doctors themselves can come and go, it is actually the

culture of spin and the apparatus of spin that should attract our attention. In Africa,

politicians have added the art of spin to their encompassing political prowess. Presi-

dent Robert Mugabe rented the services of a foreign communication consultation

company to promote his image during the most recent elections in Zimbabwe. An-

other recent example of spin—ineffective spin—took place from January 10, 2006,

through early February 2006 during a trip taken by South African Deputy President

Phumzile Mlambo-Ngcuka. On January 10, 2006, the deputy president took a 5-day

holiday to the United Arab Emirates with an estimated cost of ZAR 700,000. The

government (therefore the South African tax payers) paid for the trip. When criti-

cism about the trip arose, the Presidency (via its spokesperson) confirmed the claim

andstated that it is standardpractice to take full responsibilityfor thecostsofbothof-

ficial and private travel of the president and his deputy. On January 12 yet more and

different informationappeared in themedia:Thedeputypresident suggested that the

trip was partlyofficial, as she had had interactions relating to infrastructure develop-

ment in South Africa. On January 13 the spokesperson in the Presidency denied that

the trip was official but confirmed the interactions and visits relating to project man-

agement skills development, which would boost South Africa’s accelerated growth

44 RENSBURG

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

initiative.OnJanuary16 theplot thickenedyet again,when thedeputypresident was

accused of taking Cabinet Minister Zola Skweyiya and his wife Thuthukile

Mazibuko-Skweyiya, a close friend, along on her travels. The spokesperson in the

Presidency then denied that the Skweyiyas had been on the trip. On January 17 the

Presidency admitted that the deputy president’s husband, Bulelani Ngcuka, as well

as Mazibuko-Skweyiya and her personal assistant had accompanied the deputy

president, an admission that at that stage left the whole country in a state of confu-

sion. The truth and the facts of the trip (now referred to as the “gravyplane” incident)

are still unclear to this day (Sole & Brümmer, 2006, p. 4).

Communication Management and the Persuasive Sciencesin Africa: Implications for Theory, Research, and Practice

There is a necessity to do more research about communication management and

how it differs and relates to the persuasive sciences in Africa. How communication

management is practiced by governments and business to change or maintain

stakeholder attitudes and relationships will also have to become a priority on the

African continent. Areas of investigation could include the following: political

communication and communication management; spin doctoring; community

relations; stakeholder dialogue; corporate social responsibility and investment;

lobbying, government relations, and international relations; public affairs and

management; issues management; astroturf2 or grassroots3 communication man-

agement; rhetoric and the art of speechmaking; and crisis communication.

COMMUNICATION MANAGEMENT, GOVERNMENTCOMMUNICATION, AND NATION BUILDING IN AFRICA

The important role of communication management in nation building was

summed up well by former Tanzanian President Benjamin W. Mkapa during the

opening of the workshop for improved government communication with its stake-

holders in March 2003 in Tanzania:

COMMUNICATION MANAGEMENT IN AFRICA 45

2The term astroturf describes formal public relations activities that deliberately seek to engineer the

impression of spontaneous undertakings by the common people and masses. The objective of these ac-

tivities is the appearance of independent public reaction to a politician, political group, product, service,

event, or similar entity by centrally orchestrating the behavior of many diverse and geographically dis-

tributed individuals.3The term grassroots refers to activity that is driven from below by the fundamental constituents of

a community. The genesis of the movement is natural, even spontaneous, and imposes a dichotomy be-

tween a movement orchestrated from above by traditional power structures.

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

Let me now address the government’s duty to communicate. And I use the broader

concept of “communicate,” not the narrow one of “inform.” For, important as the

duty to inform is, it is much more important to communicate, creating space for dia-

logue, and generally conducing to a free flow of thoughts and ideas. Communication,

rather than information, builds stronger institutions and processes for good gover-

nance. It is about improving interaction between government and the governed, in

whose name decisions are made, tax money spent. (Mkapa, 2003)

In the past decade, Tanzania has embarked on economic, political, and legal re-

forms aimed at fostering development. As such, the government has introduced a

number of initiatives to enhance accountability, integrity, and transparency in pub-

lic affairs. In 2003, the then-president of Tanzania, Benjamin W. Mkapa, estab-

lished a Directorate of Communication within the State House. The directorate

was established to gradually assist in building up capacity throughout the govern-

ment for better, more effective, and more coordinated public communication with

various stakeholders. On March 18–20, 2003, the directorate organized a work-

shop that brought together permanent secretaries from government ministries, dip-

lomats, top media executives, and selected communication practitioners to deliber-

ate on ways of improving public communication and relations between the media

and the government. Two key recommendations evolved from the workshop: (a)

that the government should amend restrictive laws, improve transparency, and cre-

ate channels for effective and efficient two-way communication between it and its

stakeholders; and (b) that there should be training for media personnel in areas of

specialized reporting and ethics, as well as broadened dialogue between media

personnel and government officials for the benefit of the public.

In South Africa, the Government Communication and Information System has

echoed similar sentiments. It has been in existence in its current form for a few

years now. Its vision is helping to meet the communication and information needs

of the South African government and people and to ensure a better life for all. Its

mission is to provide leadership in government communication and ensure that the

public is informed of the government’s implementation of its mandate. The over-

arching strategic objective of the Government Communication and Information

System is to enhance the government communication system and its operations in

ways that contribute to the process of further consolidating South Africa’s democ-

racy and taking the country into a higher growth sphere.

Communication Management and GovernmentCommunication in Africa: Implications for Theory,Research, and Practice

Government communication is important in Africa, and therefore it is pivotal that

governments, politicians, the media, communication scholars, and communication

46 RENSBURG

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

management practitioners work in unison to arrive at shared communication prac-

tices in this sector. If the theory, research, and practice implications are consid-

ered, there are many possibilities for strategic communication management in Af-

rica. These are, among others: preparing government communication guidelines

and putting in place an effective government communication strategy, setting up

media monitoring units, providing better leadership (through continuous training)

in government communication, and continuously improving communication re-

search and government information quality control. Government communication

systems across Africa need to

• base their strategies and operations on sound research through cooperation

with research institutions and universities;

• develop closer relations with agenda setters by building partnerships with the

media, activist groups, and business;

• sustain profiling of the benefits of African development for South Africa and

the rest of the continent;

• improve government communication structures, preparing communication

strategies for the New Partnership for Africa’s Development and the African

Union;

• work toward an international marketing campaign for the African continent,

such as the Branding South Africa project;

• improve government lekgotla and imbizo communication (workshops and

group retreats in the African context);

• utilize communication management more strategically to combat HIV/

AIDS; and

• curtail crime and corruption on the continent.

Areas where communication management could further be used substantially are

in the promotion of intercultural and development communication, and social co-

hesion and nation building. There are already campaigns and programs regarding

these in place, like the Batho Pele or People First campaign in the South African

Public Service and the effective anti-HIV/AIDS program in Uganda. The role of

communication management (as diplomatic communication) in enhancing Af-

rica’s foreign and international relations as a player on the global stage should be

investigated and exploited more thoroughly in future.

COMMUNICATION MANAGEMENT, TRANSFORMATION,AND REPUTATION MANAGEMENT IN AFRICA

Cultural diversity and complexity is a challenge but also an opportunity. With a

more Africanized workforce, transformation and change research carried out in

COMMUNICATION MANAGEMENT IN AFRICA 47

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

South Africa points to the need for a move toward Afrocentric approaches to train-

ing and development and to move organizations toward a core African-based

value system (Bradfield, 2004, June 22). However, the need to grow and develop

people must be balanced with the imperative to be globally competitive through a

distinctive productivity and profit focus. Yet management styles in African orga-

nizations are often seen as rigid, bureaucratic, directive, and task oriented, with

over-centralized decision making. Leadership aspects such as direction, vision,

and effectiveness are found wanting. The present environment is in stark contrast

to the influence of the democratic process, which requires organizations to look to-

ward more involvement of their employees in decision making and to be more con-

sultative and participative. As organizations increasingly reflect external demo-

graphics with a greater intake of previously disadvantaged groups, communicators

and practitioners will possibly be presented with rich possibilities for communi-

cation.

With changes in the managerial system in organizations in Africa, the support-

ing communication subsystem may well be influenced with a communication

structure that is more open and responsive; creates more tolerance, trust, and re-

spect in the work environment; and is more tuned in to the needs of, among others,

the female market. A more informed and motivated workforce has benefits for in-

creased efficiency and productivity.

Corporate Reputation Management in South Africa:Implications for Theory, Research, and Practice

Recent corporate scandals across the world have illustrated how easy it is for estab-

lished brands and organizations to evaporate from the corporate world stage. The

same rings true for a country and its reputation.

The quiet diplomacy of South Africa toward the ills in Zimbabwe; appalling

parastatal communication management during the recent strikes at South African

Airways and the supermarket chain Pick ’n Pay; municipal worker strikes; shaky

explanations about power shortages across South Africa; and alarming crime sta-

tistics all have the potential to damage not only the affected organizations’ corpo-

rate reputations, but the reputation of the country. In 2010 the Soccer World Cup

comes to South Africa. South Africa cannot afford the lack of discipline that ac-

companies strikes, industrial action, and crime. South Africa needs foreign invest-

ment to create jobs and to grow entrepreneurs and small businesses. It cannot per-

petuate the accumulation of unsavory perceptions of the country. Before

embarking on these actions, those involved should consider how their behavior

could impact on South Africa’s reputation and how strategic communication can

be employed in these endeavors. Communication management can play a role here

and should be utilized more appropriately and strategically.

48 RENSBURG

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

When considering organizations operating in Africa, communication manage-

ment practitioners wishing to promote the importance of strategic communication

have to push extra hard to make their presence felt. In numerous African organiza-

tions, communication must be “sold” to the chief executive officer. Key executive

issues that communication management practitioners must be aware of include

strategic, political (internal and external), financial, and cultural issues, including

competitiveness, communication, cooperation, and consensus. If communication

practitioners, consultants, and managers can illustrate to senior executives how

their solutions can solve business problems, they will stand a much better chance

of selling their communication programs to the top business decision makers

(Bradfield, 2004, October 14).

When it comes to influencing the captains of industry, African communication

managers and practitioners cannot compromise on preparation, strategic business

literacy,4 and linking their communication inputs to executive issues. Workplace

change and transformation, almost constant these days, contribute largely to con-

flicts in African organizations. A definite challenge for communication manage-

ment practice is the education of senior executives who clearly do not have an idea

of what strategic communication is all about; therefore, yet another key perfor-

mance area is added to the job description of African communication management

practitioners.

CONCLUSIONS

This article has merely scraped the surface of possibilities and implications for

strategic communication theory, research, and practice in Africa. However, the ex-

pectation is that it has emphasized some issues that scholars and practitioners

should be mindful of in the African context.

The role of communication management in contemporary society is intimately

linked with the economy and the sociopolitical environment in Africa. To under-

stand the nature of governance, one can look at the way that successful and power-

ful business and political leaders communicate with their stakeholders in Africa.

Communication management is central to this process, but it is also more—it en-

gages the stakeholders.

In forming a pivotal link in the chain of marketing, promoting, and branding Af-

rica, communication management needs to balance the realities and the percep-

tions of the continent with cohesive and consistent messages. Stakeholders should

be engaged to work together in popularizing the vision of a shared destiny for

country, region, and continent, while linking national and regional interest to mu-

COMMUNICATION MANAGEMENT IN AFRICA 49

4Communication managers and practitioners should be familiar with the world of business as a

whole and not only skilled in their particular specialization and functional areas of communication.

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

tual development and global participation. Here communication management will

be the voice of African visibility as an interdisciplinary phenomenon.

There is a dire need to establish communication management in Africa—not as

a soft skill, but as a hard skill, a solid competency that business and governments

should not compromise on. In Africa, the emphasis should not be solely on com-

munication management (practitioners dealing with communication complexities)

but also on communication leadership (practitioners operating as communication

visionaries). With the assistance of communication management theory, research,

and practice as such, South Africa and the rest of the African continent might real-

ize the dream of becoming alive with possibilities.

REFERENCES

Abercrombie, N. S., Hill, S., & Turner, B. (1994). Dictionary of sociology (3rd ed.). London: Penguin.

Aina, T. (1998). The state of social sciences in contemporary sub-Saharan Africa: A status report.

Mimeo. N.p.

Allen, C. H. (1986, June). A review of social science research in Eastern, Southern and some West Afri-

can states. Report to SAREC. Stockholm, Sweden: SAREC.

Bradfield, J. (2004, June 22). Opportunities for communication through diversity. Bizcommunity.com.

Retrieved June 22, 2004, from http://www.bizcommunity.com/Article.aspx?c=11&l=196&ai=3909

Bradfield, J. (2004, October 14). Selling communication to the CEO. Bizcommunity.com. Retrieved

October 14, 2004, from http://www.bizcommunity.com/Article.aspx?c=18&l=196&ai=4884

Diagne, B. (2001). Africanity as an open question. In Identity and beyond: Rethinking Africanity.

Uppsala, Sweden: Nordiska Afrikainstitut.

Gulbenkian Commission on the Restructuring of the Social Sciences. (1996). Open the social sciences:

Report of the Gulbenkian Commission of the Restructuring on the Social Sciences. Stanford, CA:

Stanford University Press.

Jowett, G., & O’Donnell, V. (1992). Propaganda and persuasion. London: Sage.

Kuhn, T. S. (1970). The structure of scientific revolution (2nd ed.). Chicago: University of Chicago

Press.

Mamdani, A. (2001). Understanding the crisis in Kivu. Dakar, Senegal: Council for the Development

of Social Science Research in Africa.

Mbeki, T. (2005). Letter from the president. ANC Today, 5(44), 4–10.

McNair, B. (1995). An introduction to political communication. London: Routledge.

Mkandawire, T. (1998, December). The social sciences and democracy: Debates in Africa. Lecture de-

livered at the 9th General Assembly of the Council for the Development of Social Science Research

in Africa, Dakar, Senegal.

Mkandawire, T., & Soludo, C. (1999). Our continent, our future: African perspectives on structural ad-

justment. Dakar, Senegal: Council for the Development of Social Science Research in Africa, Inter-

national Development Research Centre, Africa World Press.

Mkapa, B. W. (2003, March). Presentation at the opening of a workshop on government communica-

tion, Dar-es-Salaam, Tanzania.

Niang, A. (2000). “Settlu,” technique traditionelle d’observation. Mimeo. Saint-Louis: Université

Gaston Berger.

50 RENSBURG

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014

Robins, K., Webster, F., & Pickering, M. (1987). Propaganda, inference and social context. In J. Haw-

thorne (Ed.), Propaganda, persuasion and polemic. London: Edward Arnold.

Sall, E. (2003). The social sciences in Africa: Trends, issues, capacities and constraints. New York: So-

cial Science Research Council.

Sole, S., & Brümmer, S. (2006, January 20–26). The gravy plane. The unanswered questions and air

farce. Mail & Guardian, p. 4.

UNESCO. (1999). World social science report. Paris, France: Author.

World Bank. (2001). Constructing knowledge societies: New challenges for tertiary education. A

World Bank strategy. Washington, DC: Author.

COMMUNICATION MANAGEMENT IN AFRICA 51

Dow

nloa

ded

by [

Nor

thea

ster

n U

nive

rsity

] at

01:

53 1

1 N

ovem

ber

2014