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International Journal of Management (IJM)

Volume 7, Issue 3, March-April 2016, pp. 50–62, Article ID: IJM_07_03_007

Available online at

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ISSN Print: 0976-6502 and ISSN Online: 0976-6510

© IAEME Publication

AN EMPIRICAL STUDY ON PERCEPTION BY

MANAGERS OF INTERACTIONS MICRO, MESO

AND MACRO COMMUNICATION OF

ORGANISATIONS FOR OTHERS MODELS:

CASE OF MOROCCAN MANAGERS

Hamid Nahla

Research team "Systems Architecture" (EAS)

Professor of Management – Marketing – Communication at ENSEM

(Hassan II University of Casablanca)

Hicham Medromi

Director of ENSEM and Professor of Information systems at ENSEM

Abdellah Haddout

Professor of Industrial Management at ENSEM

ABSTRACT

Organizations need clarity to better structure their communication.

Managers are not unanimous on the meaning they give to communication. Its

scope has become ever broader as well as dispersed, which made any

typological categorization approach even more complex. This affects the

choice of the structure of this function within their organization. It's expensive

at all levels. To validate our hypothesis, we opted for an empirical

methodology based on some scientific foundations: A work experience of long

years at the university by coaching our students (Micro), in the great company

(Meso) and within the Cabinet of Ministry of the communication (Macro).

Furthermore, a study-ground proved necessary. In this frame, we conducted

an empirical study on perception of 3M by 212 Moroccan managers of high

level in differents organizations. Analysis of the results allowed us to measure

this perception and identify new models simplifieds.

Key words: Management, Communication, Perception, Interactions, Models,

Micro-Meso-Macro, Morocco

An Empirical Study on Perception by Managers of Interactions Micro, Meso and Macro

Communication of Organisations For Others Models: Case of Moroccan Managers


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.

50–62.

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 34-

43).

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.

Hamid Nahla, Hicham Medromi and Abdellah Haddout


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 intra-

organizational 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 semi-

autonomous 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 social-

structural 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 micro-

networks, 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., Demétrius R. P., Raimundo N. C. F., José 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

https://en.wikipedia.org/wiki/Goal

https://en.wikipedia.org/wiki/Vertex_(graph_theory)




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

(Barabási 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 Tönnies, 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.

https://en.wikipedia.org/wiki/Clustering_coefficient

https://en.wikipedia.org/wiki/Power_law



This study focused on the perception of these interactions of the levels 3M of the

communication.

3.2. Research hypotheses

Managers do not have the same approach to communications in the broad sense, and

even less of its level 3M. This affects the choice of the structure of this function

within their organization. To validate this hypothesis, we conducted a perception

study of 3M by Moroccan managers.

3.3. Research methogology

We realized during the month of March 2016, the first large-scale study on

Communication in Organizations in Morocco. This was possible thanks to our

students who were administered questionnaires with 45 questions. Organizations of

study is 300 and the sample selected is 212 valide. The others had no stamp or

signature of the official organization contacted. The sample was constructed using the

quota method. Were taken into account 3 criteria: Size [less than 100 employees, 100

and 500, 500-1000, over 1000], Type of organization [Enterprise, Administration, ]

and Activity [Activities represented in the official High Commission for Plan in

Morocco (HCP, 2010)].

The primary data was collected through a standardized questionnaire.

3.4. Variables to study

The variables studied are: Business sector, Communication Media, Hierarchical link

Com, Perception 3M and 3M Interactions. Their study resulted in sorting flat, cross-

tabulation and positioning map by factor analysis of correspondences.

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 Number of

organizations %

Financial activities and of insurance 31 15

Information and communication 23 11

Education (primary, secondary, upper, public, private) 19 9

Ttrade, repair of automobile and motor bicycles 13 6

Public administration (Prefecture, municipality, district) 12 6

Manufacturing industry 12 6

Human health and social action (Hospitals, private hospitals) 11 5

Construction (Building, public works) 10 5

Specialized, scientific and technical activities 9 4

Activities of administrative departments and support 9 4

Mining industries 8 4

Transport and storing 8 4

Production and supply of electricity, gas, vapor and air-

conditioning 8 4

Agriculture, forestry and fishing 7 3

Production and water distribution, purification, waste

management and cleanup 2 1




Business Activities Number of

organizations %

Arts, show and creative activities (Music, cinema) 1 0

Not answer 29 13

TOTAL the OB 212 100ù

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

Supports Communication Internal External

Nb. cit. % Nb. cit. %

Emailing, Spam 122 58 93 44

Social networks (Facebook, Twitter ) 90 42 92 43

Phoning 80 38 60 28

Classical mail 50 24 52 25

Digital (smartphone, tablet ) 37 17 42 20

Memoranda and / or information 122 58

Viewing 106 50

Display on the workplace 99 47

Printing press 92 43

Tradeshows 84 40

Intranet 83 39

Radio 75 35

Events, sponsorship and patronage 67 32

Public relations and lobbying 52 25

Television 48 23

Internal newsletter 49 23

Sales promotion and POS 26 12

Cinema 10 5

Other 30 14 22 10

No response 17 8 34 16

TOTAL OBS. 212 212

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.



Sensibiliser autour d’une communication optimisée en proposant des modèles

typologiques descriptifs et exploitables quel que soit le niveau de la communication.

The more and more accessible, social networks become a a breath of oxygen for a

selective communication and without excess. The excess can cause a saturation and

provoke costly losses, socially, financially, and especially unnecessary.

Our world is virtualizing. The reality is losing the ground (and the power) in

favour of the virtual!

How go out of this labyrinth called communication?! It is necessary to understand

it, simply! The profusion of the definitions and the approaches does not make risible

the communications concept. A reclassification becomes more than necessity.

On 212 questioned organizations, 55 % have a function communication. And they

depend directly on the Head office at the highest level. We can make several readings

of which a positive: The function communication is taken so seriously; and a denial: it

can denote of a structural dichotomy: modern media are managed with a style of

classic, even archaic management.

Table 3 Hierarchical link Com

Hierarchical link Com Nb. cit. %

Managing director 41 19

President 34 16

Communication manager 20 9

Sales manager 11 5

General Secretary 8 4

Chairman and Chief Executive Officer 7 3

Marketing director 6 3

Deputy Chief Executive Officer 6 3

Information systems manager (or DSI) 6 3

Advise to the Cabinet 6 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 Micro Meso Macro

No response 13% 21% 13%

Companies 38% 53% 52%

State and his institutions 14% 22% 57%

Intermediate professional and interprofessional organizations 19% 31% 38%

International organizations 11% 18% 41%

Associations 27% 32% 26%

Individuals and groups of individuals 58% 13% 16%

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!".




Table 5 Overlap between organization size and knowledge of the interactions 3M

Organization

size

/Interactions

3M

Yes

between

Macro

and

Micro

Between

Macro

and Méso

Between

3M

No

interaction

I do

not

know

I did not

understand

the question

Under 100

employees 18% 8% 42% 0% 10% 17%

100-500 20% 0% 38% 2% 12% 16%

501-1000 0% 0% 25% 0% 42% 17%

+ 1000

employees 23% 0% 20% 0% 3% 40%

TOTAL 17% 4% 36% 0% 10% 18%

The mapping of the descriptive statistics (Multiple variables factor analysis)

presents Perception 3M and 3M Interactions, which gave 24 conditions on. We looked

for correlations between those who know the 3M with those who see the detail.

In the center of the dial A those who do not find interactions between 3M. They

range from micro (individuals and groups of individuals), meso (intermediate

professional…) and macro (International organoisations) .We can qualify profile

Neophyte! In the dial B, there are those who find the interactions between 3M

(Individuals, International Organizations and Associations). They are coherent.

In C, we found no interaction. The macro is well received but most incredulous,

did not even understand the question of interaction!

Dial D for people who found interactions between macro and meso, including

state, firms and associations. They are professionals partially warned!

The mapping of Figure X presents the positioning 3 variables: the perception of

the interactions [between micro and meso, between meso and macro, and between

micro and macro], the existence of the function Communication in organzation [Yes,

No.] and the size of the function Com [Less than 10 employees, from 10 to 20 and

more than 20 employees].

In the dial A we notice that the persons in charge of the organizations who have a

structure of communication relatively well enriched (of 10 in more than 20) do not

understand the sense of the concept "interaction enters micr, meso and macro

communication". B represents those who do not have a communications department

and do not understand the meaning of interaction, C have a structure Com and declare

to approve the interactions of 3M. D represents those who have a small structure and

find that the interactions exist rather between Macro and micro.

To summarize, the perception) of the interactions is still mitigated. The contents

of each component together 3M are not enough mastered. We thus propose

simplification of new models in the next point.



Figure 1Perception 3M and 3M

Interactions by strcutures 3M

Figure 2 Perception 3M and 3M Interactions

by size of Communication function

4. PROPOSAL SIMPLIFIED ORGANIZATIONAL MODELS 3M

4.1. Proposal Model by field and stakeholders

This model shows 3M by field (Organization considered) and stakeholders referred.

Their dimensions with simple interactions are shown to the right.

Figure 3 Conceptual model of 3M by field and stakeholders




4.2. Model of Macro-Micro interaction

If optimized correctly, this model will only use what is necessary to communicate

quantitatively and qualitatively, thus enabling significant economies of scale and

achieving maximum effectiveness: for example, posters or TV spots could be

displayed in booths.

Figure 4 Model of Macro-Micro interactions

Il s’agit ici d’un modèle simplifié d’interactions applicable au cas des

organisations entre macro et micro. On aurait pu greffer la meso au milieu, mais pour

des commodités de présentation, nous avons jugé néxessaire de consacer plus

d’espace dans un autre article.

4.3. Global mModel of 3M with interactions

The transmission of these guidelines at the meso level, that is, at a tactical level is

made via intermediary organizations, associations and companies. Each of these

entities will translate them into operational actions in the framework of their meso

communication strategies. It should be noted in the dialectic of decision levels

(strategic, tactical, operational and implementational) goals become means (sub-

goals). It is at this very level where the interactions operate in all directions to assure

complementarity in terms of resource optimization.

4.4. Model of 3M interactions

Through the model synthesis table, the 3M targets were identified, as well as the

appropriate means. However, it should be noted that there are interactions in all

directions: horizontally, vertically and diagonally. If optimized correctly, this model

will only use what is necessary, hence achieving economies of scale: posters or TV

spots might be displayed in booths, for example.

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)!



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.

Table 6 Summary table of the model 3M

Fie

ld

Stakeholders

Targets and means of communication

Internal

targets

Means and

mediums

External

targets

Means and

mediums

Mac

ro

International

organization

s

UN, EU,

WHO, WTO

Company

personnel

(Micro)

Social

partners

(Meso)…

Internal

bulletins

Various

internal

memos,

brochures and

publications

Public opinion

Opinion leaders

(Macro)

World citizens

All media

platforms

Press,

posters, TV,

Radio,

Cinema,

Internet and

social

medias

And non-

media

platforms

Direct

marketing

(Mailing,

Emailing,

Phoning,

Digital

smart-

phoning,),

Promotions,

POS,

Events,

sponsoring

and

patronage,

Fairs and

exhibitions,

Public

relations,

crisis

management

, lobbying,

Meetings

and

campaigns-

door to

door,…

The State

and its

institutions

Government,

Parliament,

Councils,

territorial

authorities

Government

officials and

public sector

employees

Legislation,

regulation and

policy

documents

mnisterial,

interministeria

l publications

Sector

bulletins

Public opinion

Opinion leaders

World citizens

Entreprises

Associations

Mes

o

Intermediary

organisation

s

Trade

unions,,

Chambers of

Commerce,

industry and

services,

professional

associations

Employers

Personnel of

these

organization

s

Similar

organization

s

Internal

bulletins

Various

internal

memos,

brochures and

publications

Managerial

staff, workers,

and employees

Associations

and clubs

Associations

and clubs

defending all

kinds of

causes

(social,

cultural,

scientific,

artistic,

sports…)

Actual

members

In-house

peersonnel

Internal

bulletins

Memos

Display

mediums

Various inter-

professional

publications

Potential

citizens and

members

Public opinion

Competition

Corporate

Companies

from all

sectors

manufacturin

g and / or

marketing all

Company

personnel

(Micro) and

social

partners

Internal

bulletins

Memos

Display

mediums

Various inter-

Current and

potential

customers

Public

authorities

Intermediary




Fie

ld

Stakeholders

Targets and means of communication

Internal

targets

Means and

mediums

External

targets

Means and

mediums

kinds of

products

professional

publications

organizations,

competition

Mic

ro

Teams and

groups of

individuals

A team or a

working

group within

the same

organization

macro or

meso

Higher,

middle and

low level

management

Internal

bulletins

Display

mediums

Members of the

group

Competitors Written

and/or

audiovisual

interpersona

l support in

terms of

coaching,

training… Individuals

Individuals

who need to

communicate

Oneself

Internal

bulletins

Written and

/or

audiovisual

interpersonal

supports

Family,

entourage,

neighborhood,

…

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 validé notre hypothèse de départ avec les diverses variables analysées

et on croit que les responsiblse de communication peuvent exploiter nos modèles, et

d’autres s’il en existe, pour améliorer leur travail en perspective d’un management de

l’excellence. Les interactions permettent d’optimiser 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.



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https://dx.doi.org/10.1093%2Fpan%2Fmpq037


https://dx.doi.org/10.1007%2F978-1-4614-1800-9_176

http://www.hcp.ma/file/137165/


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https://www.ncbi.nlm.nih.gov/pubmed/11258382

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