An internal communication model for the Central University of Technology, Free State as a multi-campus institution

English: Effective internal communication is important to the success of any organisation, whether it be a corporate company or an organisation that does not function in a corporate environment, such as an institution of higher education. Although many corporate organisations realise the importance of investing in their internal communication strategies in order to address external competitiveness, the researcher regards internal communication and its optimal use a neglected feature in the higher education environment. Higher education institutions are often referred to as “professional bureaucracies”; “leave us alone” and “ivory-tower” institutions. Some authors even mention that higher education institutions do not enjoy a reputation for good management of resources and that they are seen as extravagant and “unbusinesslike”. Research has confirmed that alliances, lack of motivation, high individualism, inadequate exchange of scientific knowledge, competition, and criticism are seen as factors negatively influencing communication at the university. Higher education institutions are academic institutions with a complex and bureaucratic nature. They are not only large in structure, but consist of complex and diverse systems and multiple operations where the organisational structure and extensive vertical hierarchy consist of numerous staff members. These institutions are governed by law and have numerous policies and procedures that need to be followed in the execution of operations. The new higher education dispensation brought on by the mergers and incorporations a few years ago challenges South African higher education institutions to revisit their internal communication practices to communicate effectively with a more diverse internal community. Many of these institutions are diverse in terms of post levels, organisational hierarchy, qualifications, language and culture. They also vary in nature and now have different identities, for example “technikons” that changed to “universities of technology”. Many of these institutions transformed into multi-campus universities which comprise different campuses, some of which are located in geographical areas removed from the main campus. The aim of the study was to undertake research that would direct the development of an effective internal communication model for the Central University of Technology, Free State (CUT) as a multi-campus institution (with possible application to other multi-campus universities in South Africa). Thus, aspects such as the academic and bureaucratic nature of universities are discussed, whilst the importance of internal communication in a higher education environment is spelt out. In proposing an effective internal communication model for the CUT, theoretical models, such as the early linear models, as well as various recent internal communication models are outlined. The type of research carried out in this study is of an applied nature and it fits the description of evaluation research. The investigation can be categorised as an improvement-oriented evaluation, which is formative in nature (in other words, dealing with a concern of improving a programme or practice). The particular practice in question refers to internal communication at multi-campus universities in South Africa. The empirical investigation entailed three phases, namely a questionnaire survey regarding internal communication at the CUT; an interview-type survey regarding internal communication at seven multi-campus universities in South Africa; and an inter-institutional evaluation and refinement of the draft communication framework that was developed to improve the effectiveness of internal communication at the CUT. Through the use of combined qualitative and quantitative research methods, the aim of the study was achieved. The model is based on various internal practices following national and international communication tendencies and corporate communication models that have successfully been employed by corporate companies in South Africa. The model also boasts features which are based on the recommendations of communication executives from seven multi-campus universities in South Africa. An action plan for improving upward, downward and horizontal communication at the CUT is included.