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Journal articles on the topic 'Communication management'
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Tyshchenko, Svitlana. "Ethics if Business Communication in the Management if Mass Communications." Modern Economics 28, no. 1 (2021): 147–52. http://dx.doi.org/10.31521/modecon.v28(2021)-21.
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Abstract. Introduction. At the current stage of development of economics, education, science and technology, the role of communication in interpersonal and business interaction of people is of particular importance, and therefore the urgency of training future professionals in the new environment is growing. There is a need to conduct research and reveal the essence of the concept of mass communication management. It should be noted that communication is seen as a complex multifaceted process of establishing and developing contacts between people, which generates the needs of joint activities and which includes the exchange of information, development of a common strategy of interaction of perception and understanding of another person. Purpose. The aim of the article is to generalize scientific ideas about the theoretical aspects of business communication ethics in mass communication management. Results. In order to form the methodological foundations of the new paradigm of mass communication management, there is a need to analyze the basic categories of communication. Research shows that there are different approaches to defining the categories of “interaction”, “communication” and their role in the management of mass communication. As a result of the research the main features of business communication, its types and forms are singled out. It is determined that communication is a complex process that consists of interdependent aspects, where one of the most important is the ethics of business communication. All information processes in society, we can refer to the term “social communication”. Thus “business communication” is defined as communication which purpose is the organization and optimization of industrial, scientific, commercial or other activity where interests of business, instead of concrete interlocutors come first. Conclusions. It is obvious that the importance of communication in business at the present stage of development of society is constantly growing. This process is explained by the fact that the interaction of communicators in the process of communication inevitably implies their certain mood, moral readiness to participate in the communication process. Such readiness often (and always in the process of business communication) acquires a conscious, volitional character, although sometimes it appears as something deeper, as a kind of subconscious entity. The importance of communication in management is explained by the achievement of the goal both in the organizational process of the enterprise and in the effective exchange of information. We are convinced that business development is possible with the introduction of effective communications as the main tool of the manager.
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Myruta, Nataliia M., and Volodymyr A. Zhovnir. "Formation of the Mechanism of Communication Management." PROBLEMS OF ECONOMY 4, no. 62 (2024): 199–207. https://doi.org/10.32983/2222-0712-2024-4-199-207.
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The article defines the concept of «mechanism of communication management» and considers the approach to its formation. It is found that its formation is influenced by the type of leader, the corporate culture present in the organization and, therefore, the management style and form of management of the organization and communications. On the basis of the studies, the authors propose a scheme of the sequence of formation of the mechanism of communication management depending on the form of management: centralized or decentralized. The proposed scheme contains stages common to both forms of communication management, such as: defining the mission and strategic and operational goals of the organization, defining the objective of communication management, defining the functions of communication management, determining the composition of the subject of management – the necessary divisions to achieve the goal of communication management, empowering them, establishing a hierarchy between divisions, determining the form of communication management, as well as the stages of forming a communication management mechanism in various forms: in the centralized form – distribution of responsibility for the implementation of functions between divisions, establishing responsibilities and relationships between divisions, stimulating the staff; in the decentralized form – delegation of authority by the subject to the object of communication management, distribution of roles in the team-object of communication management, stimulation of staff, regulation of communication processes. In accordance with the forms of management, methodological support for the formation of the management mechanism is developed. It is proved that the mechanism of communication management in both centralized and decentralized forms differs in the following characteristics: conditions for the development and implementation of a managerial decision, principles of building a communication management mechanism, methods of staff management, indicators of staff stimulation, elements of the communication process, including the content of the message, senders of the message, receivers of the message, communication channels and means of information transmission. The direction of further research will be the formation of a mechanism for managing communications in health care institutions.
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Prokopchuk, О. T. "Communications in insurance management." Collected Works of Uman National University of Horticulture 2, no. 99 (2021): 211–22. http://dx.doi.org/10.31395/2415-8240-2021-99-2-211-222.
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Communications are a connecting element of the management process. Management activities are inextricably linked with the need for constant exchange of information (communicative activities) to coordinate the work of units of the organization and individuals, aimed at achieving common goals. The article is devoted to the consideration of communication issues in modern insurance organizations with an emphasis on their essence, key elements and main stages of the communication process. The essence of communications in the categorical section is clarified and scientific approaches to the formation of the definition of this category are generalized. Thus, it is determined that communication is a process of exchanging ideas and information, which ultimately leads to mutual understanding. This interpretation of the concept of communication is shared by most domestic researchers who have studied the outlined issues. The types, kinds and classes of communications of the insurance company are investigated. The range of communication tasks is outlined and the set of functions of the latter in the management process is determined. The study allowed to form four key tasks of communications in the management process: a combination of all elements of the management process; assistance in making management decisions; providing information on the entire management process; ensuring interpersonal relationships in the team. According to the results of the study, the key functions of communications in the management process include: managerial, informative, emotional, control and factual. The key stages of the communication process are considered, of which according to the results of the research four are singled out: the first – formulation of the idea and selection of information; the second – coding and channel selection; the third is transmission and the fourth is decoding. It is established that communication as an exchange of information between people (or groups of people) has three aspects that are most important for assessing the content of management activities, each of which is considered from the normative-organizational and individual-psychological positions. In the first case, communication is determined by its objective organizational forms, the requirements for the effective implementation of a rational communicative process. The second aspect of communication is based on the psychological characteristics of communication partners and explains a number of important features of interaction, including those that hinder the effective development of communication. According to the results of the study, it is determined that communication is a semantic aspect of social interaction, one of the most common characteristics of any activity, including management. It is a modern form of political, scientific, organizational and technical force in society, through which the organization is included in the external environment, the exchange of views or information to ensure mutual understanding.
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Abramova, L. "COMMUNICATION MANAGEMENT VIA NEUROGRAPHICA." East European Scientific Journal 4, no. 12(76) (2022): 51–54. http://dx.doi.org/10.31618/essa.2782-1994.2021.4.76.220.
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The article presents information regarding communications at the society; conflicts and conflict situations; causes of conflicts and strategic plan of resolving; neurographica and its methods, resolving conflicts and conflict situations; management communication via neurographica
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Monastyrskyi, Grygorii, and Dmytro Shushpanov. "Holistic approach to business communication management." Economic Analysis, no. 34(2) (2024): 259–71. http://dx.doi.org/10.35774/econa2024.02.259.
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Introduction. In today's world, business communication is a vital element of the functioning of enterprises and organizations. A holistic approach to managing business communication offers a new perspective on this aspect of corporate governance, emphasizing the integration of all elements and communication processes around the business strategy for its effective implementation. This approach allows for the construction of a comprehensive system that includes not only structural processes but also human resources, enabling strategic and operational management of the enterprise's communication activities. Purpose. The aim of the article is to justify the holistic approach to managing business communications based on the use of the principles of a systematic approach, structuring, and modern trends in enterprise development. This approach is intended to create communication-oriented organizations capable of effectively responding to the challenges of the modern business environment. Method (Methodology). To achieve the stated goal, methods of system analysis, structuring, and integration of modern theories and practices of business communications are used. The research is based on the analysis of scientific works related to both theoretical aspects of communications and practical approaches to their implementation in business processes. Results. The research results confirm that communication plays a strategic role in modern enterprises, linking and uniting all functional areas of the organization. The communication system is compared to the circulatory system of a living organism, emphasizing its importance for the enterprise's functioning. It has been found that effective management of business communications contributes to achieving strategic goals and enhances the enterprise's competitiveness. The holistic approach allows for the comprehensive integration of all forms of communication, ensuring their alignment with the overall business strategy and market objectives. The article also examines various aspects of corporate communication, including organizational and individual communication skills required by managers and employees. It is shown that the implementation of integrated business communication improves interaction with internal and external stakeholders, enhances the company's reputation, and creates conditions for its sustainable development. Conclusions. A holistic approach to managing business communications is an effective means of increasing the competitiveness and resilience of enterprises. The use of a systematic approach and the integration of modern communication technologies allow for the creation of communication-oriented organizations capable of adapting to changes in the external environment and effectively implementing business strategies. The research results can be useful for scientists, practitioners, and managers involved in the development and implementation of communication strategies in enterprises.
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Versano, Tsahi, and Brett Trueman. "Expectations Management." Accounting Review 92, no. 5 (2016): 227–46. http://dx.doi.org/10.2308/accr-51644.
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ABSTRACT This paper analyzes a manager's optimal expectations management strategy in a setting in which the manager provides forecast guidance to an analyst both privately and publicly. Conventional wisdom suggests that managers use private communications with analysts and public earnings forecasts interchangeably to guide analysts' earnings forecasts downward toward lower earnings targets. Our analysis shows that in markets with rational investors, private and public guidance play very different roles in managing expectations, and that managers benefit from downward guidance only in their private communication with analysts. In their public forecasts, they benefit from introducing an upward bias. We explore how the effectiveness of the private and public channels in communicating information to analysts affects managers' incentive to engage in expectations management, and provide a number of empirical predictions. Among other results, we show how reducing private communication between managers and analysts (through means such as Regulation Fair Disclosure) can increase price efficiency, weaken managers' motivation to engage in private, as well as public, expectations management, and increase managers' motivation to provide public disclosures.
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Kostanda, Anna V. "DIAGNOSTICS OF THE MARKETING COMMUNICATIONS MANAGEMENT PROCESS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 10/10, no. 151 (2024): 101–7. https://doi.org/10.36871/ek.up.p.r.2024.10.10.012.
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The diagnostic model of the marketing communications management process is discussed in the article. The purpose of the article is the generalization of theoretical provisions, the study of the management of enterprise’s marketing communications and the development of a methodology for diagnosing the process of marketing communications management. The diagnostic model of the marketing communications management process that includes: audit of the enterprise’s marketing communications potential; audit of the enterprise’s marketing communications system; audit of the portfolio of marketing communications strategies is proposed in the article. The main components of the marketing communications’ potential, namely: the communication resources’ potential; the communication efforts’ potential; the communication competence’s potential are revealed in the article. The marketing communications management system, which includes: diagnostics of information logistics; analysis of the communication effort planning system; analysis of the organization of communication efforts; analysis of the control of communication efforts is consided. An audit of the portfolio of marketing communications strategies, which includes: an audit of the general advertising strategies ; an audit of product groups that make up the range of products of the enterprise; an audit of advertising strategies; an audit of the objectives of advertising activities depending on the goals and strategies of the enterprise development is proposed. According to the results of the study, the conclusion is made about the level of use of the of marketing communications by the enterprise.
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Cristòfol, Francisco. "Digital communication management." Chasqui. Revista Latinoamericana de Comunicación 1, no. 141 (2019): 411–12. http://dx.doi.org/10.16921/chasqui.v0i141.3808.
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Эпштейн, Дэн. "Communication management processes." Управление проектами и программами 1 (2021): 54–68. http://dx.doi.org/10.36627/2075-1214-2021-1-1-54-68.
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Gurău, Călin, and Nawel Ayadi. "Political communication management." Journal of Communication Management 15, no. 1 (2011): 5–22. http://dx.doi.org/10.1108/13632541111105222.
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Patel, Ahmed. "Communication networks management." Computer Communications 10, no. 6 (1987): 313. http://dx.doi.org/10.1016/0140-3664(87)90250-7.
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Ruehl, Christopher Hendrik, and Diana Ingenhoff. "Communication management 2.0." Journal of Communication Management 21, no. 2 (2017): 170–85. http://dx.doi.org/10.1108/jcom-07-2016-0056.
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Purpose The purpose of this paper is to investigate how and why individuals use corporate pages on Facebook with the aim of developing a usage-specific inventory of incentive factors which describe brand page utilization for consumption, participation and production behavior. Design/methodology/approach A combined perspective of uses-and-gratifications (U&G) and social cognitive theory (SCT) was applied to develop three models of brand page behavior. Based on a literature review, an online survey (N=215) was conducted. Exploratory factor analyses identified motivational factors based on SCT incentive dimensions, which were cross-validated using confirmatory factor analysis (CFA). Findings Results indicate that consumption behavior can best be explained by activity, self-reactive-novel and monetary incentives. Status incentives, practical-novel and self-reactive-idealistic incentives drive participation. Production behavior is best explained by social, self-reactive and status incentives. Practical implications The models’ strategic implications for integrated communication management are discussed. Originality/value The results suggest interconnections of incentive dimensions unique to brand page usage, which have not yet been explored in any research.
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I, Lebid, Tkachenko V, Lysak R, and Khrutba A. "PROJECT COMMUNICATION MANAGEMENT METHODS." National Transport University Bulletin 1, no. 46 (2020): 174–82. http://dx.doi.org/10.33744/2308-6645-2020-1-46-174-182.
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The effectiveness of the process of solving contemporary social problems is greatly enhanced by the application of models and methods of project management. Projects that have many stakeholders and project team members from various industries have gained considerable popularity and are called distributed. Higher education institutions often introduce “flexible projects” into the educational process, which, when preparing specialists for different industries, contribute to the formation of their respective competences. The process of implementing such projects goes through mini-cycles and involves a complex and extensive communication system, especially with the external environment. The purpose of the work is to choose the method of communication management in different types of projects. The features of communication management in flexible projects are defined in the article and the analysis of existing methods of communication on the example of environmental educational projects is carried out. The method of expert evaluation has identified effective methods of communication in flexible projects, namely educational, environmental and scientific, since the success of their implementation is the basis for the further formation of a stable internal environment of our country. For educational and scientific projects, the most effective are the written methods of communication, while the implementation of environmental projects, electronic communications are the most successful. KEYWORDS: COMMUNICATION MANAGEMENT, FLEXIBLE PROJECTS, ENVIRONMENTAL PROJECTS, EDUCATIONAL PROJECTS, RESEARCH PROJECTS, COMMUNICATION PROCESS.
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Cherepovskaya, Natalya A. "Communication as an effective management tool." Theoretical and Practical Aspects of Management, no. 9 (August 24, 2020): 123–38. http://dx.doi.org/10.46486/0234-4505-2020-9-123-138.
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The article discusses the problems and importance of communication in organizations. Communications are the Foundation for managing the entire company, and the result depends on them, which will affect the success of the company. Communications play an informational role at start-up companies. The effectiveness of communication in an organization depends on its future fate as an economic entity, the fate of employees who work in it. Communication is a complex process that consists of interdependent steps. They form a mutual understanding between employees and managers. Communication in an organization is an exchange of information, through which the Manager receives the necessary information to make effective decisions and communicates these decisions to employees. The quality of communication depends entirely on the role and function of the Manager, who, when setting goals and tasks, plans to achieve successful implementation. The purpose of the study is to prove the prospects of the influence of communications as an effective tool for managing organizations and personnel. The objectives of the study are to identify factors that affect employees' ability to communicate. Determining their significance and the degree of perception of communication as an important condition for an effective organization that creates material values and distributes added value, including for staff. Their influence on non-communicative staff, creating conditions for active communication. Results. Using the methodology of institutional analysis, the need to improve the tools for effective management of the organization and personnel was identified. As a result of the research, the proposed recommendations can affect the effectiveness of economic indicators, a greater number of involvement of non-communicative personnel in the organization.
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Сільченко, Р. Ф. "Concept of communication management in information and communicatio projects." Humanities Bulletin of Zaporizhzhe State Engineering Academy, no. 68 (March 1, 2017): 254–61. http://dx.doi.org/10.30839/2072-7941.2017.94514.
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Buchynska, Tetiana, and Andrii Homotiuk. "BUSINESS COMMUNICATIONS IN PROJECT MANAGEMENT OF INTERNATIONAL COMPANIES." INNOVATIVE ECONOMY, no. 3 (2023): 134–38. http://dx.doi.org/10.37332/2309-1533.2023.3.18.
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Purpose. The aim of this study is to investigate the impact of business communications on project management in international companies. The study aims to identify the main dependencies and provide recommendations for their effective application in company activities. Methodology of research. The study employed various scientific methods, including the analytical method for literature review, the classification method to differentiate the main components of business communication's impact on project management, the description method for detailed explanation, the monographic method to study literature on business communication elements in project management, and the systematic-analytical method for processing obtained information. Findings. This text discusses the theoretical, organizational, and practical foundations of business communications in project management. It argues that effective business communications in project management can aid in the management of knowledge and human resources, the rational use of virtual teams, and the development of digital skills. The text describes the process of project development and implementation, including the necessary business communication procedures, is substantiated. The author presents their vision of the project implementation process in international companies. Originality. The substantiation of the life cycle of business communications in the project management of an international company at different stages has been further developed. The key stages and algorithms for implementing effective business communications in a company are identified. Practical value. The authors' proposals regarding the development of business communication processes in project management of an international company can enhance the efficiency of their activities. Key words: business communications, project management, international company, procedures.
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Ishak, Aswad. "Peran Public Relations dalam Komunikasi Organisasi." Jurnal ASPIKOM 1, no. 4 (2012): 373. http://dx.doi.org/10.24329/aspikom.v1i4.38.
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Organization is currently experiencing growth and remarkable development. An increasingly diverse public characters, both interal and external, require special handling in communicating to them. Communication activities of the organization is a strategic communications activities that need to be run by the organization. This communication activities involving management as important decision makers in the organization. Through public relations activities of the organization’s strategic communication can run well. Public relations must have the full support of management to be able to carry out the task.
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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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Yatsyna, Viktoriia, Svitlana Klymova, and Nino Gubanova. "MANAGEMENT OF PUBLIC COMMUNICATIONS IN BUSINESS." Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), no. 3 (June 2, 2024): 52–56. https://doi.org/10.20998/2519-4461.2024.3.52.
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The article is devoted to substantiating the relevance of trends in the management of business public communications. The necessity of using modern methodological tools for creating and implementing communication strategies in business activities has been proved. Modern communication strategies, based on innovations in technology, enable effective real-time interaction and collaboration, regardless of geographical and cultural differences, which stimulates the development of international cooperation, promotes cultural exchange, and strengthens social ties. The article provides a contemporary definition of public communications in business and analyzes the historical stages of their development and establishment. The modern methods of managing public communications in business have been analyzed. The effectiveness of their implementation in the practical activities of companies has been investigated, considering that the choice of method depends on specific research goals, available resources, and the type of business activity. The main stages of the managing public communications process in business have been formulated. They include strategic communication planning, brand and image development, crisis management, development of internal communications, interaction with the media and the public, and thorough monitoring of each stage with ongoing evaluation of the implemented communication strategy effectiveness and its rapid adjustment in case of deviations from normative performance. It has been determined that organizing the process of managing public communications according to the discussed stages will enable businesses to effectively plan, execute, and evaluate communication strategies, which will contribute to achieving business goals, strengthening the brand, and maintaining positive relationships with the target audience, as well as forming a unified and clear image of the company for stakeholders.
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Kraljević, Slavka, and Andrea Russo. "Communication in the Management Process - Productive Communication." Journal of Maritime & Transportation Science 62, no. 1 (2022): 111–24. http://dx.doi.org/10.18048/2022.62.07.
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Communication as a process of information sharing is a key segment of all management functions. Insufficient or poor-quality information sharing suggests unproductive communication. Globalization and development of modern, sophisticated technologies allow management to adapt and create productive work communication. Considering the statements above, in this paper, the emphasis will be on showing aspects of productive communication considering a maritime organization reflecting metacommunication as a tool for improving communication skills. This paper will descriptively explain the process of communication in the organization, the ways and actions a manager must take as his activities in the function of business success, and how to improve communication to maximize productivity with the main goal of incorporating metacommunication in an organization. For such, pilot research was conducted on Graduate students of the Faculty of Maritime Studies in Split, majoring in Maritime Management (imagining students as employees and professors as managers), which showed that 75% know the concept of metacommunication, but only 51% use metacommunication with their colleagues as a part of productive communication.
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Mihai, Roxana-Lucia. "Corporate Communication Management. A Management Approach." Valahian Journal of Economic Studies 8, no. 2 (2017): 103–10. http://dx.doi.org/10.1515/vjes-2017-0023.
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Abstract Managerial communication assumes the analyses of the managers’ communicational behaviour, which has as aim fulfilling of tasks and organizational objectives, by working with people. A major objective is: to develop and share the necessary knowledge for growing managerial efficiency - (Smeltzer, 1996). As some of the specialists have noticed, (Smeltzer 1983), The management sees communication as tool for achieving the aim, something that is needs to be used in relation with the objectives organization has, taking in consideration the issues related with the analysis of costs and benefits. Various studies have searched to look into this domain within the frames of social responsibility, which does not ignore the responsibility to have respect for the people as well as for the planet. Managers are people which have responsibilities for taking decisions, for the organization as well as for their subsidiaries (Hill, 2003). Those people are spending a large part of their time interacting with various types of public, with the structuring of the problems which appear on the various processes, as well as with the establishing of the strategic and main financial decisions and company objectives. The company success assumes the development, motivation and in the very end keeping close well performing employees. It is also necessary that managers are keeping themselves extremely connected to the informational sources in order to be able to react as soon as possible and eventually adjust the objectives and the strategy (Suchan 2006).
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Изаак and S. Izaak. "Communication in State and Municipal Management." Modern Communication Studies 5, no. 6 (2016): 8–11. http://dx.doi.org/10.12737/22771.
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The article notes that in the context of significant changes related to the post-industrial social development taking place in society, as well as rapidly emerging information society, an urgent issue is the formation of communications. It is shown that the implementation of management functions is associated with the effective organizational communication at all levels. Communication is an important factor in the integration of state and municipal management. It is also noted that coordination activities aimed at the coordination of actions to achieve the goals of state and municipal management system development, provides communications, which promote the connection of all elements of the management system and their interaction through a properly organized information transfer.
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Alifanova, T. I. "Effective Management of Crisis Communications." Management Science 11, no. 3 (2021): 61–70. http://dx.doi.org/10.26794/2404-022x-2021-11-3-61-70.
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In a view of the fact that in modern realities of post-industrial information society, the share of intangible assets in the companies' value has significantly increased. The monetized value of an organization's reputation is a part of such assets which is mainly determined by external communications had arised an issue of ensuring reputation security that has become especially relevant. One of justifications for need to apply crisis communication management is also changed direction of modern business. The reason for the change in modern concepts of effective business management was the new criteria for the service sector efficiency, which is a consequence of intense competition inherent in this highly profitable field of activity, which increases the importance of reputation issues. In turn, the abstract concept of a company's reputation is formed by specific parameters that are important for target audiences and are expressed in the numerical characteristics of the value of intangible assets. Considering the fact that intangible assets often make up a significant part of the companies' value and determine their financial performance, the issues of managing the value of these assets represent one of the most responsible tasks of modern management. There is a definition of the concepts of crisis, crisis communication and communication management as an integral component of crisis management of an organization is given in the terminology of leading Russian and foreign academics. The paper shows the successful result which is critically dependent on communication management effectiveness. Thus, the subject of the study is crisis communication management; the goal is to build a model for analyzing the effectiveness of managing crisis communications. The achieving method of that is to use a mathematical apparatus similar to the apparatus of multi-discriminant analysis (MDA) of Professor Edward Altman. The scientific novelty consists in the application of numerical methods for analyzing the effectiveness of crisis communications, and the result is in describing a model for analyzing the effectiveness of managing crisis communications. The use of the model for analyzing effectiveness of crisis communication management would provide an organization with the opportunity not to lose the achieved level of capitalization, provided that the reputation/communication component is effectively used in its crisis management.
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Arbi, Armawati. "Governmental Communication Strategies in Socializing Waste Management." International Journal of Social Science and Humanity 6, no. 8 (2016): 643–52. http://dx.doi.org/10.7763/ijssh.2016.v6.726.
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Casamayor, Aymeé, Alianis Silveira, Margarita Fajardo, Rolando Rill, and Alberto Breff. "Intra-University Communication Management with Process Approach." Contemporary problems of social work 4, no. 2 (2018): 114–22. http://dx.doi.org/10.17922/2412-5466-2018-4-2-114-122.
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Petersons, Andris, and Ilkhom Khalimzoda. "Communication privacy management of students in Latvia." Problems and Perspectives in Management 14, no. 2 (2016): 222–27. http://dx.doi.org/10.21511/ppm.14(2-1).2016.11.
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The lack of communication privacy boundaries among students and the fault of self-disclosure are two main reasons for unforeseen distress, broken relationships and trust, vulnerability and conflicts in universities. Based on S. Petronio’s theory of communication privacy management this research investigates the interaction of domestic students and foreign students in Latvia with their peers in order to set up privacy and disclosure boundaries that do not violate peer privacy, especially in a sensitive multicultural context. In fact, the presence of private information and the willingness to disclose it is often confronted with numerous privacy dilemmas and issues regarding their secureness, especially in universities where peers are young with different cultural backgrounds. This article analyzes the privacy management skills of locals and foreigners and reveals how security of information is managed between them stemming from social penetration and communication privacy management theory. Privacy management is significant in facing the dilemma of communication privacy and facilitates solving already existing problems of privacy among students
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Vamshi, Mundla, and Mareddy Prabhavathi. "Customer Communication Management with Git." INTERNATIONAL JOURNAL OF INNOVATIVE RESEARCH AND CREATIVE TECHNOLOGY 10, no. 6 (2024): 1–5. https://doi.org/10.5281/zenodo.15087159.
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Effective Customer Communication Management (CCM) relies on maintaining dynamic document templates, configuration files, and automation scripts. As these assets evolve, robust version control and collaboration are essential. Git, a distributed version control system, offers powerful tools for tracking changes, facilitating collaboration through branching and merging, and integrating seamlessly with CI/CD pipelines. This paper explores Git’s role in CCM, detailing its workflow and architecture. Four uniformly scaled block diagrams illustrate Git’s basic workflow, distributed architecture, CI/CD integration, and collaborative branching workflow. Our discussion highlights how Git ensures consistency, auditability, and rapid deployment of communication assets, thereby enhancing customer communications.
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Ostapchuk, Tetiana P., Svitlana Yu Biriuchenko, and Dmytro O. Bieliakov. "Modern Trends in Strategic Management of Marketing and Advertising Communications in the Enterprise Management System." Business Inform 3, no. 566 (2025): 344–52. https://doi.org/10.32983/2222-4459-2025-3-344-352.
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The article is dedicated to developing recommendations for improving the efficiency of managerial decisions in the field of marketing and advertising communications in the context of digital transformation and increasing competition. The essence of the concept of «marketing communications» and the substantive content of the process of strategic management of external and internal communications within the enterprise management system are defined. The importance of strategic management of marketing communications as a tool for the long-term development of enterprises is substantiated, allowing them to adapt to changes in the market environment, efficiently influence consumer behavior, and successfully select personnel who will implement these strategies. Strategic management of marketing communications is an important tool for ensuring the long-term success of an enterprise, as it allows for efficient interaction with the target audience and adaptation of communication approaches to changes in the business environment. It is proved that digital technologies play a key role in the formation of efficient communication strategies. The integration of digital tools allows enterprises to increase the responsiveness of communications and adapt marketing strategies to the needs of the contemporary audience. The modern trends in managing marketing communications of enterprises have been researched and summarized, with an emphasis on digitalization, the integration of multichannel communications, and adaptation to the changing market environment, especially in wartime conditions. Key aspects of efficient communication management have been identified in the context of the growing role of social networks, content personalization, the development of omnichannel strategies, and corporate social responsibility. The integration of social responsibility into the communication strategy not only improves the brand image but also creates value for the community in which the companies operate. Ensuring efficient marketing communications strengthens the role of PR tools and the emotional component in brand promotion, which contributes to the strengthening of enterprises’ image in conditions of increased competition and changing social demands.
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Renuka, Kulkarni. "Building Highly Customized Communications by Using Dynamic Data Access Methodologies in Communication Management Tools." Journal of Advances in Developmental Research 10, no. 2 (2019): 1–7. https://doi.org/10.5281/zenodo.14540857.
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In industry, communicating the right message to the right audience at the right time is critical. Customer communication management (CCM) tools can be implemented as a service per customers’ requirements for efficient communication systems. CCM tools provide a solution to create communication templates by integrating with enterprise data, and they can scale from supporting small departments to multi-departmental organizations by building billions of communications. It creates highly personalized communication by integrating with systems like ERP, CRM, or any upstream system connecting to customer data.This article takes a deep dive into Building highly personalized templates (for any industry, such as healthcare, banking, or utility) by interacting or utilizing data residing outside the code base or outside the organization. CCM tool’s dynamic data access module makes importing and embedding external contents (text, images, PDFs, etc.) into customer communication possible.
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Ridei, Nataliia, Valentyna Tymoshenko, Nataliia Tytova, Viktoriia Khodunova, and Alona Biletska. "Organization of Professional Training of Communication Management and Communications Specialists." Journal of Education, Technology and Computer Science 33, no. 3 (2022): 109–17. http://dx.doi.org/10.15584/jetacomps.2022.3.12.
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The article substantiates, develops and experimentally verifies the model of the organization of professional training of communication management communications specialists in higher educational institutions in the synergy of functional and purposeful, content and methodological, organizational and technological as well as relevant subsystems. It clarifies and improves conceptual and categorical apparatus that belongs to the scientific thesaurus and vocabulary regarding information security in the field of education, science and innovation of the research apparatus. The communicative and motivational, participative and conative as well as informational and noospheric criteria have been determined. The following levels have been defined: medium, sufficient and high for the professional competence formation of communication management and communications specialists in higher educational institutions. The paper also defines educational and content modules of disciplines for communication management and communication specialists − management and educational policy, methodology of scientific research and training of professionally oriented disciplines; forms, methods and means for organizing educational and scientific as well as cognitive activity.
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Olivesi, Stéphane. "Michel VILLETTE (2003), Sociologie du conseil en management." Communication, Vol. 23/2 (February 15, 2005): 268–73. http://dx.doi.org/10.4000/communication.4187.
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Neely, Phillip R., and Michael Mosley. "COMMUNICATION PROBLEMS IN MANAGEMENT." International Journal of Research -GRANTHAALAYAH 6, no. 9 (2018): 34–40. http://dx.doi.org/10.29121/granthaalayah.v6.i9.2018.1204.
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An array of studies identifies that effective communication is imperative in the workplace to increase employee productivity and organizational performance. Despite the benefits that emerge in the use of effective communication strategies within an organization, many organizations face numerous challenges that emerge in communication breakdowns and disconnects. These challenges affect performance and compromise success. The intent of this paper is to use a mixed method approach that includes a literature review and gathering of primary data from questionnaires and interviews to determine the communication problems in management. The data analysis is achieved through qualitative and quantitative strategies. The study identifies that lack of effective communication is centered on the perceptions that exist within the workforce. Managers perceive that their strategies are effective when in some cases they are not. The study also identifies that tech-assisted communication systems would increase productivity. From these insights, it is imperative that organizations implement changes that will foster effective communication throughout the organization.
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Konert, Bertram. "Media Management & Communication." MedienWirtschaft 17, no. 2-3 (2020): 75–77. http://dx.doi.org/10.15358/1613-0669-2020-2-3-75.
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Die hohe Komplexität und Nicht-Linearität der fortschreitenden digitalen Transformation von Produkten und Märkten benötigt nachhaltige berufliche und wissenschaftliche Qualifikationen zur Gewährleistung einer adäquaten Zukunfts- und Wettbewerbsfähigkeit von Unternehmen. Dies gilt für die Medien- und Kommunikationsbranche schon seit längerer Zeit in besonderem Maße. Mit Blick auf diese Herausforderungen hat die HSBA ihren seit 2005 bestehenden medienbetriebswirtschaftlich ausgerichteten dualen Studiengang in den vergangenen Jahren kontinuierlich weiterentwickelt. Im Studienjahr 2018 ist die bisher umfangreichste Reorganisation umgesetzt worden. Die Kernpunkte dieser bereits akkreditierten Neukonzeption und die damit verbundenen Überlegungen werden in diesem Artikel skizziert.
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ZASKÓRSKI, Piotr, Wojciech ZASKÓRSKI, and Konrad LIPNER. "Communication management in projects." Nowoczesne Systemy Zarządzania 9, no. 1 (2015): 103–26. http://dx.doi.org/10.5604/18969380.1159461.
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Larson, Tim, and Jim Potter. "Integrated Marketing Communication Management:." Journal of Nonprofit & Public Sector Marketing 3, no. 2 (1995): 23–36. http://dx.doi.org/10.1300/j054v03n02_03.
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Lahiri, K., S. Dey, and A. Raghunathan. "Communication-based power management." IEEE Design & Test of Computers 19, no. 4 (2002): 118–30. http://dx.doi.org/10.1109/mdt.2002.1018140.
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Cyphert, Dale, Elena Nefedova Dodge, and Leslie K. Duclos (Wilson). "Developing Communication Management Skills." Business and Professional Communication Quarterly 79, no. 4 (2016): 416–41. http://dx.doi.org/10.1177/2329490616660815.
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The value of experiential learning is widely acknowledged, especially for the development of communication skills, but students are not always aware of their own learning. While we can observe students practicing targeted skills during the experiential activity, the experience can also color their explicit understanding of those skills. Transfer of applied knowledge to managerial contexts requires an explicit grasp of the skills as appropriate solutions to the problems they encounter within the experiential team. This article reports the adaptation of assessment processes to encourage the reflection steps necessary for developing the desired managerial perspective on team communication.
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Mckie, David. "E-Scaping Management Communication." Management Communication Quarterly 14, no. 4 (2001): 637–43. http://dx.doi.org/10.1177/0893318901144007.
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Reinsch, N. Lamar. "Management Communication Ethics Research." Management Communication Quarterly 9, no. 3 (1996): 349–58. http://dx.doi.org/10.1177/0893318996009003004.
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Garman, Andrew N., Kristine D. Fitz, and Maria M. Fraser. "Communication and Relationship Management." Journal of Healthcare Management 51, no. 5 (2006): 291–94. http://dx.doi.org/10.1097/00115514-200609000-00004.
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Brashers, Dale E. "Communication and Uncertainty Management." Journal of Communication 51, no. 3 (2001): 477–97. http://dx.doi.org/10.1111/j.1460-2466.2001.tb02892.x.
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Haire, Jean. "Communication and trauma management." Emergency Nurse 6, no. 5 (1998): 24–30. http://dx.doi.org/10.7748/en1998.09.6.5.24.c1237.
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Grandien, Christina, and Catrin Johansson. "Institutionalization of communication management." Corporate Communications: An International Journal 17, no. 2 (2012): 209–27. http://dx.doi.org/10.1108/13563281211220247.
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Hill, J. O. "EPICS communication loss management." Nuclear Instruments and Methods in Physics Research Section A: Accelerators, Spectrometers, Detectors and Associated Equipment 352, no. 1-2 (1994): 218–20. http://dx.doi.org/10.1016/0168-9002(94)91505-9.
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Guzley, Ruth M. "Cross-cultural management communication." International Journal of Intercultural Relations 16, no. 4 (1992): 455–60. http://dx.doi.org/10.1016/0147-1767(92)90034-r.
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Phillip, R. Neely Jr. Ph.D., and Mosley BA Michael. "COMMUNICATION PROBLEMS IN MANAGEMENT." International Journal of Research - Granthaalayah 6, no. 9 (2018): 34–40. https://doi.org/10.5281/zenodo.1435214.
Full textAbstract:
An array of studies identifies that effective communication is imperative in the workplace to increase employee productivity and organizational performance. Despite the benefits that emerge in the use of effective communication strategies within an organization, many organizations face numerous challenges that emerge in communication breakdowns and disconnects. These challenges affect performance and compromise success. The intent of this paper is to use a mixed method approach that includes a literature review and gathering of primary data from questionnaires and interviews to determine the communication problems in management. The data analysis is achieved through qualitative and quantitative strategies. The study identifies that lack of effective communication is centered on the perceptions that exist within the workforce. Managers perceive that their strategies are effective when in some cases they are not. The study also identifies that tech-assisted communication systems would increase productivity. From these insights, it is imperative that organizations implement changes that will foster effective communication throughout the organization.
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Anderson, Mary Ann, Lelia B. Helms, and Norma R. Kelly. "Realigning the Communication Paradigm in Nursing Case Management." Care Management Journals 5, no. 2 (2004): 67–72. http://dx.doi.org/10.1891/cmaj.5.2.67.66285.
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Communication underlies all of case management (CM), and better comprehension of the processes of communication within the context of the CM role may facilitate positive patient and organizational outcomes, and assist providers and policy makers in designing effective CM systems. Thus, the purpose of this qualitative, pilot project was to explore dimensions of communication of the nurse case manager role within a hospital setting. The results describe a “hub and spoke” model of communications and suggest the utility of this familiar model for understanding the communication dynamics for those who work as nursing case managers in hospital settings. Findings suggest that nurse case managers are at various times both advocates and mediators—communications roles that may encompass somewhat contradictory demands and perspectives.
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Semenchuk, Tetiana B., Yevheniia L. Osypova, and Hanna Yu Topoliuk. "Formation of the Organization’s Information and Communication Management." Business Inform 7, no. 546 (2023): 158–64. http://dx.doi.org/10.32983/2222-4459-2023-7-158-164.
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The article is aimed at studying and substantiating information and communication links and managing them in an organization, i. e. systematizing the entire communication space relating to enterprise management and promotion of goods and services. The article describes the meaning, value and place of information and communication management of organization as a process of making managerial decisions and promoting goods and services. As a result of all relevant research, the article forms a mechanism of information and communication management of organization, which allows to effectively manage information resources and communication processes at enterprise, which, in turn, provides improvement of productivity, efficiency, and competitiveness. The systematization of the classification of communications, which is presented in the article, depending on the type, environment of application and characterization of each of them, allows more effective use of all information and communication processes for the formation of a general organizational mechanism of communication links. The authors, after a thorough study of domestic and foreign opinions of scholars on information and communication management, provide their own vision of this category as an area of activity that studies, develops and implements strategies, methods and technologies for effective management of information resources and communication processes in an organization or enterprise. For formation of the mechanism of information and communication management, the article identifies the main aspects of formation of communication space of enterprise, namely: collection and processing of information; providing access to information and information security; communications management; information technology management; analysis and implementation of the latest solutions. Improving the information and communication management in enterprises can play an important role in improving the efficiency and productivity of the organization. Therefore, the article considers the main processes that will improve information and communication management at enterprises.
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Cass, Evan, Ce’Ne Harris, Wanyun Shao, Elissa Yeates, and Hamid Moradkhani. "STAKEHOLDER COASTAL HAZARD COMMUNICATION AND DECISION MAKING IN MOBILE, AL." Coastal Engineering Proceedings, no. 38 (May 29, 2025): 250. https://doi.org/10.9753/icce.v38.management.250.
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The Gulf Coast of the United States has been identified as a region with high vulnerability to coastal hazards such as hurricanes and floods (Cass et al., 2023; Dey et al., 2023; Emrich and Cutter, 2011; Shao et al., 2020). It is vital that these hazards are adequately mitigated to limit damage. Laypeople are limited in the resiliency and mitigation measures they can adopt, so organizations are responsible for large-scale projects. Individual stakeholders in various organizations differ in experiences and responsibilities, which can influence their perceptions of coastal hazards and their preferred actions (Samuel and Siebeneck, 2019). Understanding different approaches to mitigation adopted by stakeholders in an at-risk community can inform mitigation in coastal communities elsewhere (Tyler et al, 2019).
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Lammers, John C. "Management Communication Quarterly Forum: Institutionalism and Organizational Communication." Management Communication Quarterly 25, no. 1 (2011): 151–53. http://dx.doi.org/10.1177/0893318910389279.
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