ABSTRACT The trauma that followed organisational change through the twin inductions of transformation and New Public Management in some South African institutions of higher learning during the decade of the 2000s illustrates the need to pay attention to the communicative dimensions of organisational change. By means of a discussion of four kinds of workplace communication, this actual workplace study examines some specific instances of transformation and the restructuring of the South African tertiary sector, specifically, the hypothetical analytical composite New Name University (NNU) that represents an agglomeration of newly named and merged institutions that have become the visible form of the transformed edu-scape. The methodology was a lived one—action research—in that the authors were consulted by the university in which they were employed to analyse the prevailing corporate relations communication strategy and to suggest alternatives. The additional changes wrought by managerialism include new levels of bureaucracy alien to traditional academic culture and requirements of performance management that are no less onerous. The discussion suggests that a dialogical model of communication may well have brought about a different and more inclusive outcome than those that transpired in the NNU.

中文翻译：

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企业传播——对抗性、传播性、对话性

摘要 在 2000 年代的十年间，南非一些高等学府通过转型和新公共管理的双重诱导，组织变革所带来的创伤说明需要关注组织变革的交流维度。通过对四种工作场所沟通的讨论，这项实际工作场所研究考察了南非第三产业转型和重组的一些具体实例，特别是假设的分析复合新名称大学（NNU），它代表了新名称的聚集。命名和合并的机构已成为转变后的教育景观的可见形式。该方法论是一种活生生的行动研究，因为他们被聘用的大学咨询了作者，以分析流行的公司关系传播策略并提出替代方案。管理主义带来的其他变化包括与传统学术文化格格不入的新官僚机构以及同样繁重的绩效管理要求。讨论表明，对话式交流模式很可能带来了与 NNU 中发生的那些不同且更具包容性的结果。管理主义带来的其他变化包括与传统学术文化格格不入的新官僚机构以及同样繁重的绩效管理要求。讨论表明，对话式交流模式很可能带来了与 NNU 中发生的那些不同且更具包容性的结果。管理主义带来的其他变化包括与传统学术文化格格不入的新级别官僚主义和同样繁重的绩效管理要求。讨论表明，对话式交流模式很可能带来了与 NNU 中发生的那些不同且更具包容性的结果。