Professional Documents
Culture Documents
http://www.iaeme.com/IJM/index.asp
50
editor@iaeme.com
Cite this Article: Hamid Nahla, Hicham Medromi and Abdellah Haddout, an
Empirical Study on Perception by Managers of Interactions Micro, Meso and
Macro Communication of Organisations for Others Models: Case of
Moroccan Managers. International Journal of Management, 7(3), 2016, pp.
5062.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=7&IType=3
1. INTRODUCTION
Organizations need clarity to better structure their communication. But the
proliferation of definitions of the Communication concept makes this task more -and
superficially- complex. The polysemous term communication" can have several
definitions, depending on the context, sectors, professions, skills and goals.
We left a clear hypothesis: Managers are not unanimous on the meaning they give
to communication. This affects the choice of the structure of this function within their
organization. It's expensive at all levels.
To validate this hypothesis, we conducted an empirical study on perception of
mMicro, Meso and Macro (3M) by Moroccan managers. The recommended
methodology is an empirical approach based on three fondations: University
education and scientific research in the Field; the research, the professional practice,
the observation-ground and the management of communication within the business
and of the state and an empirical study.
The population of the study is 300 organization and the sample of 212 is collected
through convenient sampling technique. Collected data are analysed with the help of
Sphinx.
The culmination of this work is to propose new models. Our goal is to achieve a
consolidation of widely dispersed concepts through an approach 3M of
communication.
Research on interactions of communication 3M can be traced back to the 2000s.
Approach was most developed with the works on the modern social networks, in
particular with the works of Scott, W., Richard, D., and Gerald, F. (2003) and
however, not much literature was dedicated to the interactions 3M in touch with
organizations (administration, companies, associations) and even less their perception
by the managers.
The actors of the communication are many (Brochand, B., 2001), but without too
much detail, let us limit to those who concern us within the 3M
We hope this work will be useful also for: An organization tool aiming to help
research and higher education programs put together a better structuring of the
Communication discipline in three poles namely 3M along with equivalent curricula
such as internal and external communication for each of the modules, and more
importantly, to put together better structured complementary programs. And synthesis
tool for professionals and industry stakeholders to achieve a better targeting and thus
a better optimization of the means of communications within the framework of their
lean management (Larteb, L., Benhadou, M., Haddout, H., & Nahla, H., 2016, PP 3443).
The present article, after a theoretical reminder of the interactions, based on, will
try to study the perception of these interactions at the Moroccan managers.
http://www.iaeme.com/IJM/index.asp
51
editor@iaeme.com
2. LTERATURE REVIEW
2.1. Communication 3M
The concept "3M" was developed in the field of social networks:
At the micro-level, social network research typically begins with an individual,
snowballing as social relationships are traced, or may begin with a small group of
individuals in a particular social context.
Dyadic level: A dyad is a social relationship between two individuals. Network
research on dyads may concentrate on structure of the relationship (e.g. multiplexity,
strength), social equality, and tendencies toward reciprocity/mutuality. Triadic level:
Add one individual to a dyad, and you have a triad. Research at this level may
concentrate on factors such as balance and transitivity, as well as social equality and
tendencies toward reciprocity/mutuality (Kadushin, C., 2012). Actor level: The
smallest unit of analysis in a social network is an individual in their social setting, i.e.,
an "actor" or "ego". Egonetwork analysis focuses on network characteristics such as
size, relationship strength, density, centrality, prestige and roles such as isolates,
liaisons, and bridges (Jones, C.; Volpe, E.H. (2011). Subset level: Subset levels of
network research problems begin at the micro-level, but may cross over into the
meso-level of analysis. Subset level research may focus on distance and reachability,
cliques, cohesive subgroups, or other group actions or behavior (De Nooy, W. 2012).
At the meso-level, Formal organizations are social groups that distribute tasks for
a collective goal. Network research on organizations may focus on either intraorganizational or inter-organizational ties in terms of formalor informal relationships.
Intra-organizational networks themselves often contain multiple levels of analysis,
especially in larger organizations with multiple branches, franchises or semiautonomous departments. In these cases, research is often conducted at a workgroup
level and organization level, focusing on the interplay between the two structures
(Riketta, M.; Nienber, S., 2007). Randomly distributed networks: Exponential
random graph models of social networks became state-of-the-art methods of social
network analysis in the 1980s. This framework has the capacity to represent socialstructural effects commonly observed in many human social networks, including
general degree-based structural effects commonly observed in many human social
networks as well as reciprocity and transitivity, and at the node-level, homophily and
attribute-based activity and popularity effects, as derived from explicit hypotheses
about dependencies among network ties. Parameters are given in terms of the
prevalence of small subgraph configurations in the network and can be interpreted as
describing the combinations of local social processes from which a given network
emerges. These probability models for networks on a given set of actors allow
generalization beyond the restrictive dyadic independence assumption of micronetworks, allowing models to be built from theoretical structural foundations of social
behavior (Cranmer S. J., Desmarais, B. A., 2011). Scale-free networks: A scale-free
network is a network whose degree distribution follows a power law, at least
asymptotically. In network theory a scale-free ideal network is a random network with
a degree distribution that unravels the size distribution of social groups (Moreira A.
A., Demtrius R. P., Raimundo N. C. F., Jos S. A. Jr., 2006).
Specific characteristics of scale-free networks vary with the theories and
analytical tools used to create them, however, in general, scale-free networks have
some common characteristics. One notable characteristic in a scale-free network is the
relative commonness of vertices with adegree that greatly exceeds the average. The
http://www.iaeme.com/IJM/index.asp
52
editor@iaeme.com
highest-degree nodes are often called "hubs", and may serve specific purposes in their
networks, although this depends greatly on the social context. Another general
characteristic of scale-free networks is the clustering coefficient distribution, which
decreases as the node degree increases. This distribution also follows a power law
(Barabsi A.-L. 2003).
At the macro-level, Large-scale network is a term somewhat synonymous with
macro-level as used, primarily, in social and behavioral sciences, in economics.
Originally, the term was used extensively in the computer sciences. Complex
networks: Most larger social networks display features of social complexity, which
involves substantial non-trivial features of network topology, with patterns of
complex connections between elements that are neither purely regular nor purely
random (see, complexity science, dynamical system and chaos theory), as do
biological, and technological networks. Such complex network features include a
heavy tail in the degree distribution, a high clustering coefficient, assortativity or
disassortativity among vertices, community structure (see stochastic block model),
and hierarchical structure. In the case of agency-directed networks these features also
include reciprocity, triad significance profile (TSP, see network motif), and other
features. In contrast, many of the mathematical models of networks that have been
studied in the past, such as lattices and random graphs, do not show these features
(Strogatz, S. H., 2001).
2.2. Interactions 3M
The theory of the interactions between communicators does not date from today. In
the late 1890s, both Emile Durkheim and Tnnies, F. (1887) foreshadowed the idea of
social networks in their theories and research of social groups. Thus the concept
social networks is neither recent nor bound only to virtual internet and its networks.
Approach 3M was most developed with the works on the modern social networks,
in particular with the works of Scott, W., Richard D., and Gerald F. (2003) and
however, not much literature was dedicated to the interactions 3M in touch with
organizations (administration, companies, associations) and even less their perception
by the managers.
2.3. Perception
Do not confuse "the perception of communication" and the perception of 3M. For the
first, the perception is, generally, perception is essentially a process of categorization.
The research by Bruner and colleagues, the so-called NewLook in perception,
challenged these assumptions. In a series of experiments, Bruner and colleagues
showed that perception could in fact be influenced by internal constructs such as the
expectancies and motivations of the perceiver. These expectancies and motivations
can affect perceptual readiness (Bruner, J.S. and Goodman, C.C., 1947).
But we found no reference to the perception 3M, but we found no reference to the
perception 3M. hence the importance and necessity of an empirical study using the
survey among managers, actors or involved in the communication.
3. EMPIRICAL STUDIE
3.1. Objectivities
The objective of this paper is twofold: examine the communicative culture and
interaction among managers.
http://www.iaeme.com/IJM/index.asp
53
editor@iaeme.com
This study focused on the perception of these interactions of the levels 3M of the
communication.
3.5. Aanalysis
We extracted the activities since the official classification of the nomenclature of HCP
(2010). It dates from 2010, but the one who is always effective.
Table 1 Business sector of the organization
Business Activities
Financial activities and of insurance
Information and communication
Education (primary, secondary, upper, public, private)
Ttrade, repair of automobile and motor bicycles
Public administration (Prefecture, municipality, district)
Manufacturing industry
Human health and social action (Hospitals, private hospitals)
Construction (Building, public works)
Specialized, scientific and technical activities
Activities of administrative departments and support
Mining industries
Transport and storing
Production and supply of electricity, gas, vapor and airconditioning
Agriculture, forestry and fishing
Production and water distribution, purification, waste
management and cleanup
http://www.iaeme.com/IJM/index.asp
54
Number of
organizations
31
23
19
13
12
12
11
10
9
9
8
8
%
15
11
9
6
6
6
5
5
4
4
4
4
editor@iaeme.com
Business Activities
Arts, show and creative activities (Music, cinema)
Not answer
TOTAL the OB
%
0
13
100
In the past, conventional mass media attract advertisers and communicators at all
levels. Today, things have changed significantly:
Table 2 Supports used by the internal communication and the external communication in
Morocco
Internal
Nb. cit.
122
90
80
50
37
122
Supports Communication
Emailing, Spam
Social networks (Facebook, Twitter )
Phoning
Classical mail
Digital (smartphone, tablet )
Memoranda and / or information
Viewing
Display on the workplace
Printing press
Tradeshows
Intranet
Radio
Events, sponsorship and patronage
Public relations and lobbying
Television
Internal newsletter
Sales promotion and POS
Cinema
Other
No response
TOTAL OBS.
99
83
49
30
17
212
%
58
42
38
24
17
58
External
Nb. cit.
%
93
44
92
43
60
28
52
25
42
20
106
50
92
84
43
40
75
67
52
48
35
32
25
23
26
10
22
34
212
12
5
10
16
47
39
23
14
8
Many business use networking as a key factor in their marketing plan. It helps to
develop a strong feeling of trust between those involved and play a big part in raising
the profile and takings of a company. suppliers and businesses can be seen as
networked businesses, and will tend to source the business and their suppliers through
their existing relationships and those of the companies they work closely with.
Networked businesses tend to be open, random, and supportive, whereas those relying
on hierarchical, traditional managed approaches are closed, selective, and controlling.
These phrases were first used by Thomas Power, businessman and chairman of
Ecademy, an online business network, in 2009 (Power, T, 2009).
In Morocco, the management of the social networks depends on diverse
hierarchical levels. The functio communication is not itself totally utonome.
Certainly, the illiteracy still touches a large part of the population of Morocco
(30%), but the company, the administration and any other structure of organization
recruits only on the basis of the knowledge skills recognized by a recognized diploma
today and the requirements of a selectivity are more and more severe.
http://www.iaeme.com/IJM/index.asp
55
editor@iaeme.com
Nb. cit.
41
34
20
11
8
7
6
6
6
6
%
19
16
9
5
4
3
3
3
3
3
One of the essential objectives of our investigation was to determine the degree of
knowledge of the interactions between 3M and their perception by the Moroccan
managers.
Table 4 Perception of Communication
Concern rather
No response
Companies
State and his institutions
Intermediate professional and interprofessional organizations
International organizations
Associations
Individuals and groups of individuals
Set apart the fact of placing the individuals and the groups of individuals in the
micro, the companies in the meso and the State and his institutions in the macro, the
answers are too ill-assorted. We call back that we take into account here only
organizations which have a strcuture of communication.
The interactions between 3M exist as well for the small as the big organizations.
What is surprising, it are the 40% of th big structures that have not understood the
question! Yet, in Morocco, it is difficult to find someone who says "I do not know!".
http://www.iaeme.com/IJM/index.asp
56
editor@iaeme.com
Yes
between
Macro
and
Micro
Between
Macro
and Mso
Between
3M
No
interaction
I do
not
know
I did not
understand
the question
18%
8%
42%
0%
10%
17%
20%
0%
0%
0%
38%
25%
2%
0%
12%
42%
16%
17%
23%
0%
20%
0%
3%
40%
17%
4%
36%
0%
10%
18%
http://www.iaeme.com/IJM/index.asp
57
editor@iaeme.com
http://www.iaeme.com/IJM/index.asp
58
editor@iaeme.com
http://www.iaeme.com/IJM/index.asp
59
editor@iaeme.com
The organization of academic programs for higher education and research aiming a
better structuring of the communication discipline. It can also serve as a toolkit for
the organization of the Communications department in large companies. The
models proposed here also allow to define the budget of every column assigned to the
communication. The proposed models favor the organization of the program, the
definition of the average human beings (teachers, classes, rooms.
It could be considered as a tool of synthesis for professionals and industry
stakeholders for a better understanding of the complexity of communication and its
challenges. Our models facilitate to understand the interactions and the actors of the
sector at the various levels of decisions.
After analyzing the various forms and checking their applicability to various
fields, we propose a model that can be applied to all the identified cases so far.
Stakeholders
International
organization
s
UN, EU,
WHO, WTO
The State
and its
institutions
Government,
Parliament,
Councils,
territorial
authorities
Macro
Field
Meso
Intermediary
organisation
s
Associations
and clubs
Corporate
Trade
unions,,
Chambers of
Commerce,
industry and
services,
professional
associations
Associations
and clubs
defending all
kinds of
causes
(social,
cultural,
scientific,
artistic,
sports)
Companies
from all
sectors
manufacturin
g and / or
marketing all
http://www.iaeme.com/IJM/index.asp
60
editor@iaeme.com
Field
Micro
Teams and
groups of
individuals
Individuals
Stakeholders
kinds of
products
A team or a
working
group within
the same
organization
macro or
meso
Individuals
who need to
communicate
Internal
targets
Higher,
middle and
low level
management
Internal
bulletins
Display
mediums
Members of the
group
Competitors
Oneself
Internal
bulletins
Written and
/or
audiovisual
interpersonal
supports
Family,
entourage,
neighborhood,
Written
and/or
audiovisual
interpersona
l support in
terms of
coaching,
training
5. CONCLUSION
This must be part of a strategic vision, with a real strategic management to understand
its environment, adapt to its evolution and inspire others (Autissier D., Moutot J.-M.,
2014). Among the strengths of this article is its contribution in the organization of
university courses intended for higher education as well as research studies, leading to
a better structuring of the Communication discipline. Our proposed models will also
serve as guidelines for the organization of a Communication department within
various 3M organizations. There could finally be considered as synthesis tools for
professionals and industry stakeholders for a better understanding of the complexity
of communication and its challenges.
Ultimately, it is a field study involving organizations of various sizes and sectors
(more than 200) in order to verify the role of communication in their structures. This
is actually the subject of a study being currently conducted at a large-scale, the results
and analysis will be covered in a future article.
Nous avons valid notre hypothse de dpart avec les diverses variables analyses
et on croit que les responsiblse de communication peuvent exploiter nos modles, et
dautres sil en existe, pour amliorer leur travail en perspective dun management de
lexcellence. Les interactions permettent doptimiser sa politique de communication
dans tous les sens.
We have validated your assumption with the various variables analyzed and we
think that communication responsiblse can exploit our models, and others if any, to
improve their work in perspective of a management excellence. Interactions optimize
its policy of communication in all directions.
We validated our hypothesis of departure with the diverse analyzed variables and
we believe that the responsibles of communication can exploit our models, and others
if he exists, to improve their work in perspective of a management of the excellence.
The interactions allow to optimize its communication policy in all directions.
We consider that there is one princpale weakness in this work: Since
communication is the context within which it operates; it was necessary to expand our
sample of other managers from other countries. This will do object of other similar
studies.
http://www.iaeme.com/IJM/index.asp
61
editor@iaeme.com
REFERENCES
[1]
[2]
[3]
[4]
[5]
[6]
[7]
[8]
[9]
[10]
[11]
[12]
[13]
[14]
[15]
[16]
[17]
[18]
[19]
http://www.iaeme.com/IJM/index.asp
62
editor@iaeme.com