Relevant bibliographies by topics / Communication in organization

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Communication in organization'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 April 2022

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Journal articles on the topic "Communication in organization"

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Ruiz-Martin, Cristina, Gabriel Wainer, and Adolfo Lopez-Paredes. "Exploration of Network Theory to Evaluate Organizational Resilience." International Journal of Mathematical, Engineering and Management Sciences 7, no. 1 (2022): 28–48. http://dx.doi.org/10.33889/ijmems.2022.7.1.003.

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Recent disasters and rapid changes in the environment have shown various open issues in organizational resilience, in particular the use of communications. We explore the use of Network Theory to study the robustness of communications in organizations regardless their structure and the communication mechanisms used. We focus on how a collapse in the communication mechanisms affects the communication structure in an organization. We use a case study based on an emergency management plan from a Nuclear Power Plant in Spain. We show that Network Theory along with the number of connected components in a network provides a cost-effective way to analyze the communication infrastructure and organizational relations. Network Theory also allows us to build awareness about the communication and information structure inside an organization, and to design a more robust communication network.
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Schoeneborn, Dennis. "Organization as Communication." Management Communication Quarterly 25, no. 4 (2011): 663–89. http://dx.doi.org/10.1177/0893318911405622.

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This article introduces Luhmann’s theory of social systems as a prominent example of communication as constitutive of organization (CCO) thinking and argues that Luhmann’s perspective contributes to current conceptual debates on how communication constitutes organization. The theory of social systems highlights that organizations are fundamentally grounded in paradox because they are built on communicative events that are contingent by nature. Consequently, organizations are driven by the continuous need to deparadoxify their inherent contingency. In that respect, Luhmann’s approach fruitfully combines a processual, communicative conceptualization of organization with the notion of boundary and self-referentiality. Notwithstanding the merits of Luhmann’s approach, its accessibility tends to be limited due to the hermetic terminology that it employs and the fact that it neglects the role of material agency in the communicative construction of organizations.
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Syahputri, Rima Rizki, Suhairi Suhairi, Sri Aderafika Sani, and Soibatul Aslamia Nasution. "Peran Organisasi dan Komunikasi bagi Pimpinan di Lingkungan Kerja." Da'watuna: Journal of Communication and Islamic Broadcasting 1, no. 2 (2021): 96–109. http://dx.doi.org/10.47467/dawatuna.v1i2.486.

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This study aims to determine the role of organizational communication for leaders in the work environment. Communication activities within an organization aim to establish mutual understanding and equate experiences among members of the organization. With good communication, an organization can run smoothly. On the other hand, lacking or absent communication, organizations can fall apart. Therefore, leadership in organizational communication is very important because the presence of the leader is one of the spearheads of success in the organization. The results of the study concluded that communication in a leadership is a very important element in achieving the success of the goals to be achieved by an organization. Therefore, a leader should be good at communicating both verbally and non-verbally. Good communication will be able to increase motivation, so that the information conveyed can be well received and this will be able to improve performance and work control will also be carried out properly. In an organization the leader is a communicator. Effective leaders generally have effective communication skills, so that more or less will be able to stimulate the participation of the people they lead.
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Sadia, Aysha, Berhannudin Mohd Salleh, Zulida Abdul Kadir, and Sazuliana Sanif. "The Relationship between Organizational Communication and Employees Productivity with New Dimensions of Effective Communication Flow." Journal of Business and Social Review in Emerging Economies 2, no. 2 (2016): 93–100. http://dx.doi.org/10.26710/jbsee.v2i2.35.

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Effective organizational communication can lead organization in asuccessful way, only if exists. Without proper information and planning anydeliberated decision cannot occur. There is a vast literature on organizationalcommunication and productivity of employees. However this research looksover the influence of effectiveness of internal communication on employees'productivity. The core concentration in this study is level of communicationin organization and how employees perceive communication, and what arethe effects of internal communication on their work capability. The focus ofthis study is on the relation of employees' efficiency in organizationalcommunication with the support of effective communication, as compare toprevious study that only concentrated on organizational communication andproductivity. Therefore after recognizing the effectiveness ofcommunication the employee's productivity flourishes in organizationalcommunication. Flow of effective communication in organizations developsthe strong bonding between staff and management, then employees gettrusted, that make them more productive.
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PANCHENKO, Mariia, Olena OLEINYKOVA, and Stanislav IVANOV. "Communication processes in system management." Economics. Finances. Law, no. 12/2 (December 28, 2019): 26–29. http://dx.doi.org/10.37634/efp.2019.12(2).5.

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Introduction. The paper examines organizational communication capacities that are studies as a signifi cant component of organization strategic potential. The purpose of the paper is to define the structure and content of organizational communication capacities and identify methods for assessing them. The author combines three research areas: assessment and analysis of organization communication capacities, organization communication strategy development, and organization willingness to change. Results. Two groups of organization communication capacities are revealed, that represent different approaches to strategic development of organization communication capacities. The fi rst group relies on the long-term planning of using external resources, the second promotes changes in the organization. The author presents criteria for assessing organization communication capacities skills that ensure fl ow of resources to the organization. Using the modern concept of information transparency the author highlights universal (common to different legal and business entities and partners) communications that shape business image of a transparent enterprise. Basic and additional components of the customer-oriented communication impact are studied, organization communication capacities that promote organizational change are described. Conclusion. Organizational capabilities are the actual article of research both from the point view of dynamics scientific publications and from the point of view the confession of importance of this aspect of strategic management.
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Babatunde, Osabiya. "Importance of Effective Communication in Public Organisations." Issues in Social Science 3, no. 2 (2013): 78. http://dx.doi.org/10.5296/iss.v3i2.8596.

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<p>Communication has crucial impacts within or among workgroups in both private and public organizations. Communication can be a channel to flow information, resources, and even policies. Given the importance of organization communication and its managerial impacts, further research is needed to explore this topic as it relates to both private and public administration field. To this end, this study assesses the impacts of organizational communication on the perception of red tape by comparing internal communication with external, especially client-oriented, communication in both public and non-profit organizations. <br />Utilizing current literature, this paper will examine effective organizational communication within a private and public organization. Many organizations today often look at communication and leadership as one-dimensional; the inability of leaders in small organizations to adapt to a leadership style that effectively communicates with the employee hinders organizational performance. This study examines the communication exchange within a private and public organization and its effects on the organizational culture and employee performance.<br />This study summarizes the increasing importance of organizational communication, the basic theoretical perspectives that guide the study of communication and the key distinctions that guide the study of organizational communication, the key functions of communication in organizations. Because organizational communication has become such a big topic, this study is limited to addressing internal and external organizational communication.</p>
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Walden, Justin A., and Catherine Y. Kingsley Westerman. "Strengthening the Tie: Creating Exchange Relationships That Encourage Employee Advocacy as an Organizational Citizenship Behavior." Management Communication Quarterly 32, no. 4 (2018): 593–611. http://dx.doi.org/10.1177/0893318918783612.

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This study investigates the communication elements within organizations that enhance social exchanges and influence an individual’s willingness to spread positive information about their employer. Findings from a survey of employees in a United States–based health care organization ( N = 223) indicate that organizational commitment mediates the relationship between employee-centered internal communication by organizations and employee advocacy. Employees with strong organizational commitment perceive that their organization values the exchange relationship, and employees, in turn, report they are likely to take extra steps to support their organization. To encourage organization-supportive employee advocacy behavior, organizations should engage in open and supportive communication with employees and cultivate lasting relationships with them.
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Kristina. "The Organizational Communication Perspective Theory." Journal of Sosial Science 1, no. 3 (2020): 61–74. http://dx.doi.org/10.46799/jsss.v1i3.37.

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Public sector organizations are undergoing a transformation in management style. Not only is the behavior of government agencies increasingly being carried out like business, where managers play a central role, but aspects of client service are also becoming more important. Communication is input or message from one person to another. Organizations need communication to streamline their work and carry out tasks in a perfect way. Communication is the art of sending messages and receiving the same in the form of feedback. The success of an organization is highly dependent on effective organizational communication patterns. This study aims to understand communication in achieving the objectives of government organizations. Furthermore, this study discusses effective communication in government organizations.
 Keywords: Organization Communication, Internal and External.
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Robin, Patricia, Maria Bianda, and Amanda Kristanti. "ROLE OF ORGANIZATIONAL COMMUNICATION IN CBT PLANNING PROCESS FOR PABUARAN VILLAGE AS RELIGIOUS TOURISM." Dinasti International Journal of Education Management And Social Science 2, no. 3 (2021): 554–64. http://dx.doi.org/10.31933/dijemss.v2i3.765.

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Communication is very important in human life, especially in organizations. Certainly, organizationl behaviour involves communication. Without communication within the organization, organizing effort may not run smoothly. The researcher will raise how organizational communication occurs between the government and the people of Pabauran Village to improve its the tourism. In this research, a qualitative method which involved an interpretation process on the condition of the natural subject is used. The strategy of this case study leads to derivative social units with steps starting from collecting data with active participant observation and interviews, then analyzing the organizational communication relationship within the organization in its management with the Village Officials, data processing, and analysis that produces conclusions. The results obtained were Community -Based Tourism (CBT) which is a village that has a culture of harmony between religious communities is needed through implementation of downward communication within the managing officials.
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Dittmore, Stephen W., G. Clayton Stoldt, and T. Christopher Greenwell. "Use of an Organizational Weblog in Relationship Building: The Case of a Major League Baseball Team." International Journal of Sport Communication 1, no. 3 (2008): 384–97. http://dx.doi.org/10.1123/ijsc.1.3.384.

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This case study explores the use a Major League Baseball team’s organizational weblog. Organizational weblogs are forums for the 2-way exchange of information and commentary between an organization and its publics. Most sport organizations, however, have yet to embrace the weblog as a form of organizational communication. Recent research suggests a greater need to understand how sport organizations might use weblogs to outreach to target audiences from a communications perspective. This study assesses whether readers perceive an organization’s official weblog to be an effective form of 2-way communication and profiles the readers of an organizational weblog based on demographics, consumption patterns, and points of attachment. Results showed that readers perceived the organizational weblog to be highly conversational and effective at communicating organizational commitment. In addition, readers were voracious media consumers of the team’s games, repeat ticket customers, and highly identified, both with the sport and with the team.
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Dissertations / Theses on the topic "Communication in organization"

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Larsson, Tatiana. "Communication in Organizational Change : Case of a public organization." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96613.

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Communication is usually seen as a tool for success with organizational change. What makes communication so important is that it lays the foundation for the understanding and perception of the organization and the process of change. This study is about communication between the manager and the employee at times of change. The purpose of this study is not primarily to streamline communication in organizational change, but first and foremost to understand how communication works, what perceptions and reactions create communication between both the manager and the employee. The most important lessons come from six people: three managers and three employees' experiences and perceptions of communication in organizational change in a public organization.  In this study, I explore how managers and employees perceive organizational change, what roles they have in change itself, how their communication works. Here I also discuss what it means to lead change for a manager and to follow the leader for an employee. The results of this study show that there are uncertainties in communication and the desire to improve it. Thanks to this study, it is possible to understand how a lack of communication affects the employee in organizational change, while good communication creates the conditions for successful organizational change.
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Foster, Allison. "A Communication Plan for Organizational Effectiveness in a Youth Development Organization." Scholarly Commons, 2018. https://scholarlycommons.pacific.edu/uop_etds/3116.

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This project addresses communication issues within a youth development organization, Northern California DeMolay, which endures an annual change in youth leadership. This paper relies on the foundation of research within the field of youth development organizations and incorporates public relations strategies to provide specialized help for the organization. The outcome of this project is a communication plan for Northern California DeMolay developed through research, strategies, and the strategic plan for the organization. The balance of power between youth and adult leadership highlighted in youth development organization research is manifested in the communication plan through the division of responsibility between youth and adult leadership
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Smith, Amber Rose. "Communication Strategies Used During Organizational Change in a Health Care Organization." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4561.

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More than 4.9 million businesses exist in the United States, and leaders within these businesses have to acclimate to change. Clear and effective communication is vital to the success of an organization. According to scholars and health care leaders focusing on strategies to communicate change during organizational change is a critical aspect of sustainability and profitability. The conceptual framework of this study was communication theory. The purpose of this single case study was to explore successful strategies that some health care leaders used to communicate during organizational change in a health care organization in El Paso, Texas. The data collection process consisted of collecting data from semistructured interviews and organizational documents, and the analysis process included grouping key words and reconstructing data into themes. The 4 key themes that emerged from this process included building trust through organizational communication is critical during change, the use of technologies, as a tool for communication is key during change, 2-way communication needs to occur during organizational change, and communication about change is vital through comprehensive organizational meetings. Health care leaders provided insights on management and communication strategies and responsibilities leaders and employees go through during organizational change. The implications for positive social change include strategies to improve communication that could help health care leaders with their employees and their patients during organizational change, which could increase the profitability of the organization and potentially generate a more thriving and healthy community.
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Fonseca, Rivera Cherisse. "Public Perceptions of Organizational Culture and Organization-Public Relationships." Scholar Commons, 2011. http://scholarcommons.usf.edu/etd/3105.

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Almost 30 years ago, public relations scholars began to process the idea that the concept of culture was important to public relations practices. In particular, scholars questioned what influence culture might have on the communication process and relationship building between organizations and their stakeholders. Yet, today culture is still an understudied concept in the public relations literature. The purpose of this study is to analyze how of organizational culture, as defined by Sriramesh, J. E. Grunig, and Dozier (1996), is significant to the relationship outcomes in public relations. The theoretical framework for this study consists of organizational culture theory and organization-public relationship theory. A quantitative survey was used to measure an external public's perceptions of organizational culture and organizational-public relationships within an academic department. The research measures of authoritarian/participative culture to determine how it is related to the dimensions of organizational-public relationships, including control mutuality, trust, satisfaction, commitment, communal relationships, and exchange relationships. The results suggest how an organization can utilize perceptions of organizational culture and relationship management from external publics to develop and implement effective communication strategies.
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Lahti, Michele Lynn. "The effects of media richness on communication competency ratings in an organization." Scholarly Commons, 1998. https://scholarlycommons.pacific.edu/uop_etds/512.

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This study investigated how a medium's richness, the type of organizational communication message, and organizational level of the respondent affected two dimensions of communication competence: appropriateness and effectiveness. In total, 93 employees of a single organization responded to a three-part questionnaire that posed episode specific questions assessing the competence that they would attribute to the use of each of five media in each of the three episodes. Research questions addressed the effects of the richness of five media (face-to-face; voice mail; electronic mail; written memo; and typed document) on communication effectiveness and appropriateness ratings when episodes involving production-, innovation-, and maintenance-type organizational functions were considered. Also considered as an independent variable was respondent occupation level (physical, clerical, managerial) to determine if ratings of communication competency change given the organizational level of the respondent. A 3 x 3 x 5 factorial analysis of variance (AN OVA) was employed to analyze the effect of the three independent variables on perceived communication effectiveness and appropriateness. Results showed that the effect of type of medium on perceived communication effectiveness and communication appropriateness of a message depended on the nature of the situation in which the medium was used and that the effect of organizational level on perceived communication competence depended on the type of medium used. Organizational level alone did not have an effect on perceived effectiveness and appropriateness, nor did the interaction of organizational level and type of message affect communication competency ratings. Strong support was found for the role of face-to-face communication as the most effective and appropriate medium for organizational communication regardless of the situation.
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Hope, Michael. "The Emergence of Organization Through Communication." Thesis, University of North Texas, 2002. https://digital.library.unt.edu/ark:/67531/metadc3248/.

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Taylor, Cooren, Giroux, and Robichaud (1996) theorize that an organization is created entirely through the interpretations of its members and it evolves as those conversations change. Demonstrating the Taylor et al. theory, the current study focuses on the outcomes of management vision and strategic planning sessions in a division of a large Southwestern University. It explores the ways organization emerges through the discourse of the managers, how text is amplified to support the organization as a whole, the ways organization continues to emerge in communication, and in what ways the emergent view of organization exists throughout the division. The results of the study support the Taylor et al. theory. Management participants created an expanded view of the organization through discourse and then linked it to the university as a whole. Evidence was found supporting continued reformulation but it was limited to the management participants and did not include hourly employees.
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Teboul, Jean-Claude Bruno. "Scripting the Organization: Coping with and Learning from Uncertainty During Organizational Encounter." The Ohio State University, 1992. http://rave.ohiolink.edu/etdc/view?acc_num=osu1381753436.

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Berube, D. Steven. "Assessing differences in data and information makeup at two different organizational levels using two managerial jobs." Thesis, This resource online, 1990. http://scholar.lib.vt.edu/theses/available/etd-03032009-040410/.

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Lovgren, Laurie J. "Communication training in the organization : an overview." Thesis, Kansas State University, 1985. http://hdl.handle.net/2097/9863.

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Křetínská, Tereza. "Leadership Communication Role within International Business Organization." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193179.

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The thesis focuses on the role of leadership communication within a multinational business organization. It aims to confirm the critical importance of communication provided by leaders to their team members. The literature review will focus on the existing communication flows within organizations and the current research results and insights in the field of leadership communication, which is a new, emerging domain of study. Thanks to recent quantitative research (Men, 2014b), it has been already confirmed that leadership communication has a direct effect on employee-organization relationships and overall internal communication. However, qualitative research has been suggested for validation of how the discovered model works in concrete environments (Men, 2014b). Thus, the research section will reveal the findings of in-depth semi-structured interview analysis within a global internal IT services provider which is part of a Group enterprise operating in the logistics industry world-wide. The thesis will culminate in defining logical reasoning for adding communication skills to the company's core competencies for organizational managers and leaders.
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Books on the topic "Communication in organization"

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1956-, Alvesson Mats, ed. Communication, power and organization. Walter de Gruyter, 1996.

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Communication, organization, and performance. Ablex Pub. Corp., 1996.

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Taylor, James R. Rethinking the theory of organizational communication: How to read an organization. Ablex Pub. Corp., 1993.

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Communication skills in the organization. 2nd ed. Prentice Hall, 1989.

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Collins, Sandra D. Communication in a virtual organization. Thomson South-Western, 2003.

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Duncan, Hugh Dalziel. Communication and social order. Transaction Books, 1985.

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Axley, Stephen R. Communication at work: Management and the communication-intensive organization. Quorum Books, 1996.

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Communication power: Energizing your nonprofit organization. Aspen Publishers, 1997.

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Jacuński, Michał, Barbara Brodzińska-Mirowska, Anna Pacześniak, and Maria Wincławska. Party Organization and Communication in Poland. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-59993-5.

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Thayer, Lee O. Communication and communication systems: In organization, management, and interpersonal relations. University Press of America, 1986.

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Book chapters on the topic "Communication in organization"

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Jackson, Nicholas. "Organization Communication." In Organizational Justice in Mergers and Acquisitions. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-92636-0_7.

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Bogetoft, Peter. "Organization of Communication." In Lecture Notes in Economics and Mathematical Systems. Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/978-3-642-48636-4_3.

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Powell, Larry, and Joseph Cowart. "Campaign Organization." In Political Campaign Communication. Routledge, 2017. http://dx.doi.org/10.4324/9781315265049-9.

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Manuti, Amelia. "Communicating the “Social” Organization: Social Media and Organizational Communication." In The Social Organization: Managing Human Capital through Social Media. Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/9781137585356_2.

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Doswell, Andrew. "Functions, Communication, and Organization." In Foundations of Business Information Systems. Springer US, 1985. http://dx.doi.org/10.1007/978-1-4613-2395-2_3.

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Falkheimer, Jesper, and Mats Heide. "Reflections and the communicative organization." In Strategic Communication. Routledge, 2018. http://dx.doi.org/10.4324/9781315621555-9.

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Poole, Marshall Scott. "Communication." In APA handbook of industrial and organizational psychology, Vol 3: Maintaining, expanding, and contracting the organization. American Psychological Association, 2011. http://dx.doi.org/10.1037/12171-007.

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Wang, Shuangbao Paul. "Communication, TCP/IP, and Internet." In Computer Architecture and Organization. Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-5662-0_9.

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Jacuński, Michał, Barbara Brodzińska-Mirowska, Anna Pacześniak, and Maria Wincławska. "Changing Communication Environment." In Party Organization and Communication in Poland. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-59993-5_4.

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Rogala, Anna, and Sylwester Bialowas. "Internal Communication in an Organization." In Communication in Organizational Environments. Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-54703-3_2.

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Conference papers on the topic "Communication in organization"

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Al Majzoub, Khaled, and Vida Davidavičienė. "ORGANIZATION BEHAVIOR CHANGES CAUSED BY INFORMATION AND COMMUNICATION TECHNOLOGIES." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.15.

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The development and use of Information and communication technology(ICT) is growing at a rapid speed across the world. The number of internet (as well as other technologies) users increased by 27,750% from 1993 (14 million) until 2017 (3,885,567,619) users according to internetworldstats. ICT is becoming essentials in all organization, and organizations cannot survive or compete without using these technologies. Although some researches were done on the effects of these technologies on organizations behaviours, they still in initial stages. The following article examine the effect of ICT on organizational behaviours, especially on Organizational Design how ICT changes the organizational structure and what are the organizations formed, Intelligence in what way knowledge is created and strategically used, and Decision Making how it will affect the speed and accuracy of decision making. Methods used in the article are scientific literature analysis, synthesis and comparison.
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Andrzej Kisielnicki, Jerzy. "From a Traditional to a Networking Organization: The Role of Information and Communication Technologies." In InSITE 2015: Informing Science + IT Education Conferences: USA. Informing Science Institute, 2015. http://dx.doi.org/10.28945/2231.

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The development of Information and Communication Technologies (ICT) resulted in transforming the traditional hierarchical organizations into networking flexible ones. In the circumstances of identifying a new type of organizations, the notions as ‘organization’ and ‘synergy’ should be revised. The organizations with individual elements that build up a network have altered their attitude towards the problem of a global optimum. Individual elements that can be called ‘junctions,’ strive to optimize local optima instead of the traditionally approached global optimum. The article offers a hypothesis that a networking organization is formed when all its elements gain profits. What is needed to form it is the consensus of all the constituent elements. The management of networking organization is supported by the contemporary ICT tools that help to manage the network. Intellectual capital is the most important element of a networking organization. A new organizational form is becoming fully competitive against traditional organizations with the fixed position in the market. A comparison of the model of business functioning of a traditional and a networking organization has been made. The model shows what economic conditions should be met to form networking organizations. It presents as well practical examples of relations between traditional and networking organizations. The suggested further research into the issue has been outlined in the text.
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Mesaroş, Florin, and Irina Antoaneta Tănăsescu. "Integrated Strategic Communication in Romanian Organizations." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/18.

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The strategic communication goes beyond the area of public relations and focuses mainly on strategies that create, develop, and control the success of an organization. Strategic communication also includes traditional practices of institutionalized organizational communication to use the messages much more easily when interacting with internal and external stakeholders. Wishing to find a better strategy to programme any internal or external communication, the organizations develop different kinds of strategic plans meant to support the management process, starting with the mission and vision statement and ending with the evaluation of achieved goals. The following example - Integrated Strategic Communication (ISC)- shows the ways the integrated strategic communication can be reached in Romanian organizations.
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Ayundhasurya, De Rembulan, and Firman Kurniawan. "The Influence of Organizational Communication Climate on Organizational Communication Satisfaction to Non-Profit Organization CIOFF Indonesia." In 4th Bandung Creative Movement International Conference on Creative Industries 2017 (4th BCM 2017). Atlantis Press, 2018. http://dx.doi.org/10.2991/bcm-17.2018.25.

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"Conference Organization." In 2004 International Networking and Communication Conference. IEEE, 2004. http://dx.doi.org/10.1109/incc.2004.1366558.

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Zakia, Rahima, Sufyarma Marsidin, Rusdinal, and Gusril. "Reflection of Leadership Organization Communication." In 2nd International Conference Innovation in Education (ICoIE 2020). Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201209.196.

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"Conference Organization." In Future Generation Communication and Networking (FGCN 2007). IEEE, 2007. http://dx.doi.org/10.1109/fgcn.2007.92.

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"Organization." In 2015 CHILEAN Conference on Electrical, Electronics Engineering, Information and Communication Technologies (CHILECON). IEEE, 2015. http://dx.doi.org/10.1109/chilecon.2015.7400339.

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"Organization." In 2017 CHILEAN Conference on Electrical, Electronics Engineering, Information and Communication Technologies (CHILECON). IEEE, 2017. http://dx.doi.org/10.1109/chilecon.2017.8229755.

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"Organization Committee." In 2007 4th Workshop on Positioning, Navigation and Communication. IEEE, 2007. http://dx.doi.org/10.1109/wpnc.2007.353601.

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Reports on the topic "Communication in organization"

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Hegna, Chris. Communication Support for the U. S. Burning Plasma Organization. Office of Scientific and Technical Information (OSTI), 2014. http://dx.doi.org/10.2172/1117723.

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Bloom, Nicholas, Luis Garicano, Raffaella Sadun, and John Van Reenen. The distinct effects of Information Technology and Communication Technology on firm organization. National Bureau of Economic Research, 2009. http://dx.doi.org/10.3386/w14975.

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Perry, Robert L. The Organization is Flat: An Integrated Model for Strategic Communication within the Combatant Command. Defense Technical Information Center, 2007. http://dx.doi.org/10.21236/ada476929.

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Baldo, James, and David O. Levan. The Effects of Transition from DoD (Department of Defense) to ISO (international Standards Organization) OSI (Open Systems Interconnection) Communication Protocols. Defense Technical Information Center, 1987. http://dx.doi.org/10.21236/ada199005.

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Bouzon, Arlette. Comunicación en las organizaciones: contribuciones a las revistas académicas europeas/ Communication and organization: contribution to a review of de european academic lierature. Revista Internacional de Relaciones Públicas, 2011. http://dx.doi.org/10.5783/rirp-1-2011-01-09-28.

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Fortuna, Casoria, Riedl Arno, and Werner Peter. Behavioral aspects of communication in organizations. Maastricht University, Graduate School of Business and Economics, 2020. http://dx.doi.org/10.26481/umagsb.2020010.

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Blunck, Paula. Perceived Communication During Organizational Change. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.6602.

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Choi, Yoojin, Nathan M. Stall, Antonina Maltsev, et al. Lessons Learned from Israel’s Vaccine Rollout. Ontario COVID-19 Science Advisory Table, 2021. http://dx.doi.org/10.47326/ocsat.2021.02.09.1.0.

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Abstract:
As Ontario expands access to the COVID-19 vaccine beyond the Phase 1 priority populations, strategic planning and execution of mass vaccine rollout will have a significant impact on the health and safety of Ontario’s 14.5 million residents. There are six key elements of Israel’s successful COVID-19 vaccine campaign that can be readily applied to Ontario to expedite and expand the province’s vaccine rollout strategy: a simple vaccine prioritization process; modification to the transport, storage, and distribution of the vaccines; effective communication to promote vaccine confidence; decentralization of vaccination sites; centralized organization through Health Maintenance Organizations (HMOs) using a fully integrated information technology (IT) system in a universal health care system; and the engagement of community-based personnel, infrastructure, and resources.
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McGrady, E. D. Military Organizations and the Navy: Facilitating Joint Communication. Defense Technical Information Center, 2001. http://dx.doi.org/10.21236/ada397094.

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Levine, Ross, Chen Lin, Qilin Peng, and Wensi Xie. Communication within Banking Organizations and Small Business Lending. National Bureau of Economic Research, 2019. http://dx.doi.org/10.3386/w25872.

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