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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 http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=7&IType=3 Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com 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 http://www.iaeme.com/IJM/index.asp 50 editor@iaeme.com 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 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 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 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., 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 http://www.iaeme.com/IJM/index.asp 52 editor@iaeme.com An Empirical Study on Perception by Managers of Interactions Micro, Meso and Macro Communication of Organisations For Others Models: Case of Moroccan Managers 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. http://www.iaeme.com/IJM/index.asp 53 editor@iaeme.com Hamid Nahla, Hicham Medromi and Abdellah Haddout 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, crosstabulation 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 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 8 4 7 3 2 1 editor@iaeme.com An Empirical Study on Perception by Managers of Interactions Micro, Meso and Macro Communication of Organisations For Others Models: Case of Moroccan Managers Number of organizations 1 29 212 Business Activities Arts, show and creative activities (Music, cinema) Not answer TOTAL the OB % 0 13 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 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 Hamid Nahla, Hicham Medromi and Abdellah Haddout 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 Managing director President Communication manager Sales manager General Secretary Chairman and Chief Executive Officer Marketing director Deputy Chief Executive Officer Information systems manager (or DSI) Advise to the Cabinet 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 Micro Meso Macro 13% 21% 13% 38% 53% 52% 14% 22% 57% 19% 31% 38% 11% 18% 41% 27% 32% 26% 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!". http://www.iaeme.com/IJM/index.asp 56 editor@iaeme.com An Empirical Study on Perception by Managers of Interactions Micro, Meso and Macro Communication of Organisations For Others Models: Case of Moroccan Managers Table 5 Overlap between organization size and knowledge of the interactions 3M Organization size /Interactions 3M Under 100 employees 100-500 501-1000 + 1000 employees TOTAL Yes between Macro and Micro Between Macro and Méso 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% 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. http://www.iaeme.com/IJM/index.asp 57 editor@iaeme.com Hamid Nahla, Hicham Medromi and Abdellah Haddout 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 http://www.iaeme.com/IJM/index.asp 58 editor@iaeme.com An Empirical Study on Perception by Managers of Interactions Micro, Meso and Macro Communication of Organisations For Others Models: Case of Moroccan Managers 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 (subgoals). 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)! http://www.iaeme.com/IJM/index.asp 59 editor@iaeme.com