Journal articles: 'Communication managers'

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Versano, Tsahi, and Brett Trueman. "Expectations Management." Accounting Review 92, no. 5 (November 1, 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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Brotheridge, Céleste M., Derrick J. Neufeld, and Bruno Dyck. "Communicating virtually in a global organization." Journal of Managerial Psychology 30, no. 8 (November 9, 2015): 909–24. http://dx.doi.org/10.1108/jmp-06-2013-0191.

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Purpose – The purpose of this paper is to consider the extent to which changes in communication media are associated with changes in the nature of manager-expatriate employee communications. Using an affordance lens, the authors explore how hierarchical level and communication medium interact to influence status dynamics manifested in communication attributes. Design/methodology/approach – The hypothesis was tested with a 2 (hierarchical level)×3 (communication media) multivariate analysis of covariance (experience level) in a sample of 1,193 messages that were transmitted between managers and field employees in a global organization over a ten year period. Findings – The authors found significant interaction effects between communication media and hierarchical level on communication attributes such that changes in communication media intensified status differences between managers and their employees. Research limitations/implications – Communications media may be appropriated differently depending on one’s hierarchical level. Practical implications – Managers should adopt new communication media more consciously given their potential influence of how people communicate. Originality/value – Unlike many computer-mediated communications (CMC) effects studies that compare face-to-face communications with CMC or employ self-report questionnaires or laboratory designs with student samples, this study examines a complete set of manager-employee communications over an extended period of time.

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Sylvie, George. "Departmental Influences on Interdepartmental Cooperation in Daily Newspapers." Journalism & Mass Communication Quarterly 73, no. 1 (March 1996): 230–41. http://dx.doi.org/10.1177/107769909607300120.

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A survey of Ohio daily newspaper department heads shows that interdepartmental differences about cooperation exist. Managers do positively distinguish their departments from others while agreeing on the role of goals in interdepartmental troubles. And how much cooperation a manager believes is needed - as well as the perception of which departments are or are not cooperative-depends on, to some degree, what department that manager manages. Still, departmental affiliation plays a negligible role in determining existing levels of cooperation. News managers generally named advertising as the most difficult department, while advertising said the same about news. Circulation was named most cooperative department.

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Brownell, Judi. "Hospitality managers' communication practices." International Journal of Hospitality Management 11, no. 2 (May 1992): 111–28. http://dx.doi.org/10.1016/0278-4319(92)90005-g.

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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 (June 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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MASSEY, GRAHAM R., and ELIAS KYRIAZIS. "INTERDEPENDENCE AND COMMUNICATION BETWEEN TECHNICALLY TRAINED MANAGERS AND MARKETING MANAGERS DURING INNOVATION PROJECTS." International Journal of Innovation Management 18, no. 03 (May 19, 2014): 1440003. http://dx.doi.org/10.1142/s1363919614400039.

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Interdependence between Technically Trained Managers and Marketing Managers in new product development (NPD) teams is inherent, though few studies have investigated its effects within such teams. Here, interdependence is disaggregated into two underlying dimensions — the dependence of the Technically Trained Manager on the Marketing Manager, and the dependence of the Marketing Manager on the Technically Trained Manager during the project. Our model is tested using data from 184 Technically Trained Managers from Australian companies involved in NPD. The results suggest that interdependence is an important contextual variable during NPD projects. Senior managers should communicate its importance to NPD team members because of its positive effects within the NPD team. Where the Technically Trained Manager and Marketing Manager recognise their interdependence, they engage in more frequent, and more bidirectional communication. This is important because more effective communication between these two managers positively influences the quality and effectiveness of their working relationships, which in turn can increase NPD project success.

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Munter, Mary. "Cross-Cultural Communication for Managers." Business Horizons 36, no. 3 (May 1993): 69–78. http://dx.doi.org/10.1016/s0007-6813(05)80152-1.

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Ziek, Paul, and J. Dwight Anderson. "Communication, dialogue and project management." International Journal of Managing Projects in Business 8, no. 4 (September 7, 2015): 788–803. http://dx.doi.org/10.1108/ijmpb-04-2014-0034.

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Purpose – Project communication is overwhelmingly viewed as the proper and timely delivery of pertinent project information. The view of communication in this way misses the constitutive nature of communication. Communication is more than message exchange but a way that project managers generate the grounds for a project. The purpose of this paper is to explore how the communicative practices of project managers creates a dialogue with stakeholders that ultimately impacts the content, direction and outcome of a project. Design/methodology/approach – Semi-structured interviews were performed with project managers from the Project Management Office of a large international bank. The project managers were responsible for their own projects of varying size with scopes that included everything from marketing initiatives to heavily oriented technology projects. Findings – Overall, the project managers interviewed for the current project do not subscribe to the belief that communication is part of a constitutive dialogue. Instead, when discussing their overall views of communication, 82 percent of the interviewees took a transmission approach to the action. To that end, they believe that the goal of communication is to send clear, unambiguous and complete information. Originality/value – Unlike other studies about communication within the field of project management, the current study looks to uncover how communication is part of a constitutive dialogue between a project manager and project stakeholders. The researchers did not look just to understand the micro-level exchanges between project managers and stakeholders but how those exchanges enabled a sustained dialogue that shapes the scope and trajectory of a project.

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Eksi, Pinar, and Ayse Nefise Bahcecik. "The efficiency levels of the nurse managers in communication." New Trends and Issues Proceedings on Advances in Pure and Applied Sciences, no. 10 (September 28, 2018): 114–20. http://dx.doi.org/10.18844/gjpaas.v0i10.3752.

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Aim is to predicate efficiency levels of the nurse managers in communication. The sample constituted 108 nurses. The socio-demographical characteristics of the nurses and the nurse managers were inquired. The efficiency levels of the nurse managers in communication were evaluated with the ‘Communication Efficiency Scale’. SPSS for Windows 12.0 Program was used in the data evaluation. When the demographical characteristics of nurse managers have been compared with communication level, there was not found a statistically significant correlation (p ˃ 0.05). But the nurse managers who are over 40 ages, license grad and had a long time professional experience were found conspicuous because of their high communication scores. As a result, it was determined that the ‘Communication Efficiency Scale’ is reliable and valid and can be used in these studies and the efficiency levels of the nurse managers who work in a Training and Research Hospital in İstanbul are enough.Keywords: Nurse, manager, communication, scale

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Mihailovic, Dobrivoje, and Ivana Kovacevic. "Business communications and characteristics of employed managers." Psihologija 41, no. 2 (2008): 237–49. http://dx.doi.org/10.2298/psi0802237m.

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Without ignoring the importance of effective transmission of information for each management process, this research has its aim to describe the appraisal of the managers` communication at work dependent on their personal demographic and professional characteristics. It was found, on sample of 281 Serbian managers that the educational level, age and years of professional experience are of importance for the assessment of the quality of communication. Also, it was revealed that the importance of this process for management is recognized and that managers are using variety of different communicational forms. Also, there are no differences between the ways of communication at work and in everyday life, so, there is an idea that we should investigate personal characteristics of individuals when evaluating the quality of communicational processes.

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Schetzsle, Stacey, and Duleep Delpechitre. "Salesperson-Sales Manager Social Interaction And Communication Quality: The Impact On Salesperson Cooperation." Journal of Applied Business Research (JABR) 30, no. 2 (February 27, 2014): 607. http://dx.doi.org/10.19030/jabr.v30i2.8430.

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To get the highest level of performance out of salespeople, companies are searching internally to identify factors that lead to salesperson cooperation. Sales managers create a normative culture that engages the salesperson, which is demonstrated through communication and social interaction. A salesperson who feels connected to the organization is more likely to exert additional effort, such as cooperating with the manager to meet sales objections. The purpose of this paper is to investigate the impact of the salespersons social interaction and communication quality with their sales manager on their willingness to cooperate with the manager. The results show that when salespeople interact with their manager in a social setting and discuss non-work related information, salespeople become more willing to cooperate with their manager. Sales managers communication quality was not found to have a significant relationship between the salespersons willingness to cooperate with the sales manager. Instead, we find that sales managers communication quality with the salesperson significantly moderates the relationship between salespersons social interaction with the sales manager and salespersons willingness to cooperate with the sales manager.

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Lipovka, Anastassiya, Natalya Korolyova, Maigul Nugmanova, and Aizhan Salimzhanova. "Comparative influence of gender, age, industry and management level on communication." Problems and Perspectives in Management 19, no. 2 (May 28, 2021): 170–82. http://dx.doi.org/10.21511/ppm.19(2).2021.14.

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The protracted COVID-19 pandemic repeatedly demonstrates the necessity of effective communication inside and outside organizations. However, a deficient comprehensive study of factors able to affect managerial communication limit further progress in the improvement of such business interactions. The research fills in the knowledge gap about the comparative influence of various factors on managerial communication and particularly the impact of individual and organizational characteristics of managers on communication. The paper aims to determine the significance of the relationships between managerial communication and age, genders, managerial levels, and industries in private companies from the energy, education, trade, service, extraction, construction, and production sectors. Within the organizational study, 224 subordinates from Kazakhstan firms reflected on their supervisors’ communications through a multivariate closed questionnaire. The obtained data was further processed and examined through correlation coefficients and dispersion analysis. The research results identified the considerable relationship between communication practices and managers’ age (R2=0.9637), managerial level (R2=0.9640), and industry (R2=0.9653). The study reveals the weak relationship between manager’s gender and communication practices (R2=0.1535): women insignificantly outperform men in this linking process. The research postulates that effectiveness of managerial communication considerably varies by managers’ age, managerial level, and industry, and insignificantly by gender. The paper lays the groundwork for gender-unbiased practices of human resource management and contributes to the idea of building diverse management teams.

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Li, Mei Yan, and Ying Zong Liu. "Study on Line Managers’ Competence-Based Abilities of Performance Management." Applied Mechanics and Materials 40-41 (November 2010): 820–24. http://dx.doi.org/10.4028/www.scientific.net/amm.40-41.820.

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The line manager, playing a role to promote and implement the performance management system, is the key to system’s success. A line manager’s ability to manage performance determines the level of subordinates’ performance, and then influences the efficiency of performance management system. This paper first gave the definition of ability to manage performance for a line manager, and then according to the Gallup’s research, pointed out the competence characteristics for line managers’ abilities to manage performance, which involves communication capacity, encourage ability, authorizing and coaching capability. Line managers possessing higher level of abilities to manage performance can stimulate the performance potential of subordinates, enhance the work performance of subordinates, and then improve sector and organization performance.

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Rosenblatt, Carolyn L., and Mikol S. Davis. "Effective communication techniques for nurse managers." Nursing Management (Springhouse) 40, no. 6 (June 2009): 52–54. http://dx.doi.org/10.1097/01.numa.0000356638.41458.e4.

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Brownell, Judi. "Middle Managers: Facing the Communication Challenge." Cornell Hotel and Restaurant Administration Quarterly 31, no. 4 (February 1991): 52–59. http://dx.doi.org/10.1177/001088049103100417.

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Kanihan, Stacey Frank, Kathleen A. Hansen, Sara Blair, Marta Shore, and Jun Myers. "Communication managers in the dominant coalition." Journal of Communication Management 17, no. 2 (May 3, 2013): 140–56. http://dx.doi.org/10.1108/13632541311318747.

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Carlson, Jessica H., and Mary Crawford. "Communication Stereotypes and Perceptions of Managers." SAGE Open 2, no. 4 (October 2012): 215824401246497. http://dx.doi.org/10.1177/2158244012464978.

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Davis, Michael. "Better communication between engineers and managers." Science and Engineering Ethics 3, no. 2 (June 1997): 171–212. http://dx.doi.org/10.1007/s11948-997-0008-4.

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Tsybukh, L. M., and L. M. Badiul. "FUTURE MANAGERS’ FEATURES OF COMMUNICATION QUALITIES." Habitus, no. 20 (2020): 161–65. http://dx.doi.org/10.32843/2663-5208.2020.20.29.

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Khorvash, Fariba, Akbar Afghari, and John Martyn Chamberlain. "Oral communication capabilities of managers: The case of Iranian middle managers." Cogent Social Sciences 2, no. 1 (June 7, 2016): 1191104. http://dx.doi.org/10.1080/23311886.2016.1191104.

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Khalimatus Sya’diyah, Siti. "Komunikasi dalam Pemberdayaan Kelompok Difabel (Studi pada UMKM Batik Wistara Indonesia)." Jurnal Ilmu Komunikasi 10, no. 1 (April 10, 2020): 78–94. http://dx.doi.org/10.15642/jik.2020.10.1.78-94.

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This article discusses how to communicate in empowering groups with disabilities at UMKM Batik Wistara Indonesia. The purpose of this study is to describe the communication process carried out by UMKM Batik Wistara Indonesia to these disabled employees. This research uses a qualitative approach with descriptive methods. The results of this study indicate that the communication process carried out by employees with disabilities uses the Schramm model and the interactional communication model, by applying a circular communication pattern. The form of the communication process carried out is interpersonal communication by referring to no limitations in communicating. Owners and managers of UMKM Batik Wistara Indonesia, when communicating with disabled employees at UMKM use egalitarian ways, so that employees can work comfortably without pressure from the manager

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Cichosz, Izabela. "Coaching Expatriate Managers." Journal of Intercultural Management 8, no. 4 (December 1, 2016): 59–71. http://dx.doi.org/10.1515/joim-2016-0024.

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Abstract The motives for assigning a manager overseas are numerous. The responsibilities of these managers are: infiltrating new markets, supervising effective rapid growth of the company, technology transfer, management of cooperative partnership, conveying organizational values and norms, and building global communication ability. The process of acquiring the host country culture is very complicated and multifaceted. The paper addresses aspects of coaching expatriate managers.

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M. Budd, John, and Diane L. Velasquez. "Phenomenology and organizational communication." New Library World 115, no. 7/8 (July 8, 2014): 394–404. http://dx.doi.org/10.1108/nlw-03-2014-0028.

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Purpose – The purpose of this paper is to present ways for managers to attain the phenomenological attitude. Achieving effective communication in organizations like libraries and information agencies is a difficult challenge. The business literature offers some suggestions, but those fall short. Application of phenomenological methods by managers can help meet the challenge and bring people together around the intended messages. Design/methodology/approach – Of utmost importance to effective communication is transcending what can be called the “natural attitude” in favor of the “phenomenological attitude”. This requires recognition by managers of the unique relationship of self and other, plus the realization that action is intentional (meaning that being conscious means being conscious of something). This paper presents ways for managers to attain the phenomenological attitude. Findings – Phenomenological methods of communicating have the potential to engage and involve everyone in the organization by enabling all to comprehend fully the nature of what is communicated and what is to be accomplished. Originality/value – Phenomenology is seldom applied to organizational communication; this paper demonstrates that it presented the wherewithal to help managers improve the effectiveness of libraries and information agencies.

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Kang, Jiyeon, and Jinkook Tak. "Development and validity of the communication competence scale of middle managers." Korean Journal of Industrial and Organizational Psychology 32, no. 4 (November 30, 2019): 439–71. http://dx.doi.org/10.24230/kjiop.v32i4.439-471.

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This study was intended to develop the communication competence scale for middle manager in organizations and examine its validity. To develop the communication competence scale of middle managers, first, 632 items were extracted through literature review, expert interview and open surveys for middle managers. In the process of developing the items, it was found that there were differences in competencies between communication with superiors and communication with subordinates. Thus it was decided to develop two different scales for each of middle managers’ communication competencies with superior and communication competencies with subordinate. Based on experts’ evaluations on content validity of the items, 81 items for the communication competencies with superior and 78 items for the communication competencies with subordinates were selected. In the first preliminary survey obtained from 338 middle managers, 10 factors and 69 items were selected for the communication competencies with superior and 8 factors and 54 items were obtained for the communication competencies with subordinate. In second preliminary survey obtained from 206 middle managers, 8 factors and 64 items for the communication competencies with superior and 7 factors and 45 items for the communication competencies with subordinate were obtained. To verify validity of the scale, the total sample was divided into two groups. Exploratory factor analyses were conducted for group 1, and a confirmatory factor analysis was conducted for the other group. The results showed that the exploratory factor analysis extracted 8 factors (persuasion, self-confidence, manner, listening, honesty, confirm, logicality, wisdom) and 52 items for the communication competencies with superior, and 7 factors (listening, humor, emotion regulation, modesty, non-verbal expression, consideration, clarity) and 37 items for the communication competencies with subordinate. In the confirmatory factor analysis using structural equation modeling, the models fit the data well. Also the communication competencies of the middle manager were significantly correlated with the criterion variables such as interpersonal relationship competencies and conflict management, and confirming criterion related validity of the scale. Finally, implications, limitatons and directions for future research were discussed.

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Datta, Sohini, Bishal Chandra Roy, Dipanjan Ghosh, and Rahi Mukherjee. "“Effective Leadership is still largely a matter of Communication”: A study." International Journal of English Learning & Teaching Skills 3, no. 2 (January 1, 2021): 2139–56. http://dx.doi.org/10.15864/ijelts.3218.

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Despite the obvious importance of “Communication” it is at times a lightly regarded discipline in the theory and practice of “corporate leadership”. There is indeed much enduring truth to the lean principle that the discipline is seldom among the top priorities of corporate leaders. The principal reason for this seems to be that they regard communication as too “soft,” lacking well-defined, tangible parameters and outcomes.To be specific, communication is a unique area of expertise among traditional business skills, and clear measurement of its value to organizational performance is at best very difficult. Understanding its significance requires a high tolerance of ambiguity, contradiction and subtlety. Whether a company succeeds or fails in navigating a crisis, completing a merger, avoiding regulatory blunders, or executing everyday operations, everything however depends strongly upon skillful and effective communication.Managers spend most of their day engaged in communication; in fact, older studies of how much time managers spend on various activities show that communication occupies 70 to 90 percent of their time every day (Mintzberg, 1973; Eccles & Nohria, 1991). With cell phones, e-mail, text messaging, if that same study were done today, it would yield even higher percentages. The sheer amount of time managers spend communicating underscores how important strong communication skills can be for the manager desiring to advance to leadership positions; thus, mastering leadership communication should be a priority for managers wanting their organizations or the broader business community to consider them leaders.

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Siano, Alfonso, and Maria Palazzo. "Tetra Pak Italy’s ingredient branding: an exploratory case of strategic communication." Journal of Communication Management 19, no. 1 (February 2, 2015): 102–16. http://dx.doi.org/10.1108/jcom-02-2012-0017.

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Purpose – The purpose of this paper is to focus on the role ingredient branding (IB) plays in shaping the strategic communications created by public relations/corporate communication departments of large organizations when managing crises. Design/methodology/approach – Starting from a literature review on strategic communication and IB the role of this activity is studied within the Italian context. In order to reach the aim of the paper, primary and secondary sources were exploited generating qualitative and quantitative data. The primary data were gathered though in-depth interviews with key management personnel while the secondary data were sourced from reports made available by Tetra Pak Italy. Findings – The study confirmed the contribution of the strategic proactive role played by Tetra Pak Italy managers of External Relations and Marketing Departments and the communication agency manager during a challenging period of crisis for the company. The main implication of the paper lies in the analysis of the important strategic work implemented by the external consultant of communication together with the External Relations and Marketing managers as members of the dominant coalition. Originality/value – The paper analyses a Tetra Pak Italy case study, as an exploratory case that could demonstrate how strategic communication – based on an IB campaign – is of fundamental importance during a period of crisis. Moreover, the research studied how proactive and effective the role played by the communication consultant and managers of External Relations and Marketing Departments was as a determinant of resulting outcomes.

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Jorfi, Hassan, and Mahdi Elhaee Sahar. "Organizational Behavior: The Investigation of Communications Effectiveness & Emotional Intelligence on Job Satisfaction (Case Study in Irans Universities)." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 1, no. 3 (September 27, 2012): 139–43. http://dx.doi.org/10.24297/ijmit.v1i3.1426.

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In today's complex global environment, communications effectiveness and emotional intelligence remains a key topic of concern among managers worldwide. The paper is undertaken to understand the relationship between managers communications effectiveness to improve emotional intelligence and job satisfaction in the universities of Iran. In current paper emotional intelligence plays main role in relationship with communication effectiveness and with job satisfaction. Data (N = 234) for this study were collected through questionnaires and the participants were managers in universities of Iran. The result in current paper shows that emotional intelligence has a positive and strong relationship with communication effectiveness and with job satisfaction.

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Bosanquet, Nick. "Alzheimer's and managers - breaking the communication block." British Journal of Healthcare Management 5, no. 10 (October 1999): 393. http://dx.doi.org/10.12968/bjhc.1999.5.10.19472.

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Kameda, Naoki. "Communication competency of Japanese managers in Singapore." Corporate Communications: An International Journal 5, no. 4 (December 2000): 204–10. http://dx.doi.org/10.1108/13563280010379147.

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Simcic Brønn, Peggy. "How others see us: leaders’ perceptions of communication and communication managers." Journal of Communication Management 18, no. 1 (January 28, 2014): 58–79. http://dx.doi.org/10.1108/jcom-03-2013-0028.

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Purpose – This paper aims to assess other leaders’ perceptions of the importance and contribution of communication to organizational success and the abilities of their communication executives to contribute to strategic decision making. Design/methodology/approach – A quantitative approach was used through a questionnaire sent to 5,000 business leaders in small, medium, and large firms across the country of Norway. Findings – Overall results indicate that communication is viewed as not as important to business success as other management disciplines, but leaders rate communication skills as the most important communication discipline. In general, communication executives must improve their strategic orientation if they are to be engaged in decision processes where more than communication is discussed. There is moderate but significant correlation between strategic orientation and involvement in decision making and being invited to the strategic planning process. Research limitations/implications – This research was performed in a small country with all the limitations that creates; only a small percentage of the respondents had a unique communication department or head of communication, although there is some evidence this is not unusual. There also might be issues with definitions of terms such as public relations and corporate communication; while they are familiar to communication professionals, they are not so well understood by others. Practical implications – Hopefully this study will give a greater understanding of the view of communication in organizations and its contribution to organizational success. Originality/value – This study appears to be one of the first to ask other leaders opinions on communication and communication executives’ role in organizations. Most studies have asked communication executives their opinions on how their leaders view them.

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Baker, Lauri, Ashley McLeod-Morin, Mariah Bausch, and Angela Lindsey. "Who do you know? Zoonotic disease communication networks of livestock producers, veterinarians, human health professionals, and emergency managers." Advancements in Agricultural Development 1, no. 2 (June 12, 2020): 39–52. http://dx.doi.org/10.37433/aad.v1i2.41.

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Zoonotic disease epidemics are on the rise with emerging diseases being identified that affect humans and animals alike. An understanding about communication networks of those involved in managing a zoonotic disease outbreak is necessary to develop a strong communication response in the event of a zoonotic disease outbreak. The purpose of this study was to explore the communication networks of livestock producers, veterinarians, human health professionals, and emergency managers related to zoonotic disease. In-depth interviews were conducted with 41 people within key areas of one state in an effort to understand how communication networks may be activated during a crisis. This study revealed a wide range of information sources that livestock producers, medical professionals, veterinarians, and emergency managers seek information from. The results from this study also highlight the communication gaps, such as veterinarians not communicating with livestock producers, emergency managers not communicating with medical professionals and livestock producers, and a lack of communication between medical professionals and livestock producers. It is recommended that professionals who play a key role in zoonotic disease outbreaks, such as livestock producers, veterinarians, human health professionals, and emergency managers, cultivate and maintain relationships outside their usual professional group beyond times of disease outbreaks.

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Sadeh, Arik, and Cristina Feniser. "Uncertainty and Managers’ skills in Industrial Innovation Processes." MATEC Web of Conferences 343 (2021): 05001. http://dx.doi.org/10.1051/matecconf/202134305001.

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In the manufacturing industry, there is a strive for innovative processes. This study puts the focus on the successful implementation of innovation projects in the manufacturing industry. The study identifies the interrelationships between two dimensions: management skills and change management of innovation projects implemented in an industrial organization and technological uncertainty. Innovation can be achieved through small steps (incremental innovation), i.e., minor improvements to current products, services, processes, and business models. The necessary skills for successful organizational change and how managers can acquire them are provided. The literature review dedicated to this subject emphasizes the relationship between an innovation project’s success and managers’ skills within the industrial organization. In this study, we have narrowed this dimension to the manager’s communication abilities. The data analysed were collected from Israel and Romania. We want to analyse the role human resources departments manage skills acquisition in the organisation, as well as the role of manager’s communication skills in innovative cases. The data from 275 Israeli project managers, mainly from innovative projects, was collected using a validated questionnaire. Data from Romanian 48 industrial companies was collected using questionnaires distributed to 67 managers from all hierarchical levels. We found that management skills are correlated with innovation and its success; communication skills are acquired through non-formal learning methods. The skills of managers are highly correlated with success, especially under high levels of technological uncertainty.

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Penley, Larry E., Elmore R. Alexander, I. Edward Jernigan, and Catherine I. Henwood. "Communication Abilities of Managers: The Relationship to Performance." Journal of Management 17, no. 1 (March 1991): 57–76. http://dx.doi.org/10.1177/014920639101700105.

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Communication competence is considered essential to managing, both in terms of its theoretical role in management and in observations of the communication behaviors of managers. Yet the specific skills and abilities or communication competencies of managers have received only limited study in organizational settings. The purpose of this study was to clarify the relationship between managerial performance and communication competency by identifying communication skills and social cognitive abilities that are associated with managerial performance for both male andfemale managers. Female managers provided lower self-reports of skills than male managers, and results linked managerial performance primarily to communication skills.

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Porter, Lance V., and Lynne M. Sallot. "The Internet and Public Relations: Investigating Practitioners' Roles and World Wide Web Use." Journalism & Mass Communication Quarterly 80, no. 3 (September 2003): 603–22. http://dx.doi.org/10.1177/107769900308000308.

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A national e-mail survey of public relations practitioners investigated how use of the World Wide Web and practitioners' roles and status are linked. Cluster analysis partially replicated and refined Leichty and Springston's 1996 roles typology, further challenging the traditional manager-technician dichotomy that has driven twenty-five years of roles research. Managers used the Web more than technicians for research and evaluation and more than internals for issues communication. Managers and internals use the Web more than technicians for productivity and efficiency. In general, practitioners are no longer laggards in new technology, and women have caught up with men in use of new technology, such as the Web.

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Tourish, D., and O. Hargie. "Communication Audits and the Management of Change: A Case Study from an NHS Unit of Management." Health Services Management Research 9, no. 2 (May 1996): 125–35. http://dx.doi.org/10.1177/095148489600900207.

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This article explores the importance of high quality communication between managers and staff for the effective management of change within the National Health Service (NHS). In particular, a methodology termed communication audit is outlined. Such audits enable managers to gather accurate information about communication practices within organizations and allows them to assess the nature, quantity and quality of internal communications. This, in turn, facilitates the identification and resolution of potential problems and helps to provide a clearly focused agenda for action and change. A case study is offered which illustrates how such an audit was applied to a Unit of Management within the NHS. The implications for managers throughout the organization are then considered.

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Spears, Lee A. "The Writing of Nurse Managers: A Neglected Area of Professional Communication Research." Business Communication Quarterly 59, no. 1 (March 1996): 54–66. http://dx.doi.org/10.1177/108056999605900105.

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The practice and teaching of nurse management writing has received little attention in professional communication journals. This study is based on sec ondary research, examination of documents written by nurse managers, and interviews with 54 nurse managers and 13 nurse educators. It indicates that writing a variety of business communications is a crucial career task jor nurse managers, directly affecting their professional power. However, most nurse managers interviewed believed their undergraduate education had not pre pared them adequately for their workplace writing and perceived a need for professional writing instruction in four-year nursing programs.

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Nilsson, Tomas. "The reluctant rhetorician: senior managers as rhetoricians in a strategic change context." Journal of Organizational Change Management 23, no. 2 (April 6, 2010): 137–44. http://dx.doi.org/10.1108/09534811011031300.

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PurposeThis paper explores strategic change communication, framed by the idea that managers can be viewed as rhetoricians. The purpose of this paper is to present and discuss senior managers' subjective experiences of rhetorical aspects of change management.Design/methodology/approachThe paper draws on a case study from ABB Sweden (a power and automation technology company). In‐depth interviews with senior managers, with vast experience of change management, constitute the empirical source.FindingsThe most important finding is the managers' overall reluctance towards rhetoric. According to the managers in this study, a rhetorician is an over‐enthusiastic person who “waves his arms when speaking”. To master the art of rhetoric is not believed to be of particular importance when managing strategic change.Research limitations/implicationsSenior managers' potentially negative attitude concerning rhetoric should be taken into account when researchers situate change management within a rhetorical frame.Practical implicationsGiven the large interest in “efficient” communication, generally managers should be encouraged to overcome their reluctance towards rhetoric to improve their ability to “manage meaning” constructively.Originality/valueThis paper contributes to change management communication insofar as it gives voice to the individual manager. This voice indicates; in a time when rhetoric, storytelling, and charismatic leadership are making ground; that the understanding of rhetoric is much more limited than the general impression might suggest.

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Ayodeji Fapohunda, Julius. "Evaluation of site managers’ hindrances towards optimal utilisation of construction resources." Journal of Engineering, Design and Technology 12, no. 3 (July 1, 2014): 348–63. http://dx.doi.org/10.1108/jedt-03-2012-0013.

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Purpose – The purpose of this paper is to delineate different types of site manager attributes that significantly contribute to construction project management efficiency and evaluate the factors that hinder the site manager during construction production processes. Towards efficient resources utilisation, site managers require various qualities and potentials. Design/methodology/approach – To achieve valid result, the research study was triangulated by exploring literature, which was augmented with both quantitative questionnaire and qualitative interview research methods. The research data were collected in the UK building industry. Findings – It was found that the barriers that often affect efficient utilisation of construction resources in the industry are poor communication, disagreement, misunderstandings, bad weather, union strikes and construction participants’ personality conflicts. This research study presents severity of site manager’s hindrances, factors that affect site manager’s efficiencies, solutions to minimise the hindrances on site manager’s efficient performance and factors that should be constant towards site mangers’ efficient performance. Among these solutions found evident that will enhance site managers’ performance and minimise the effect of the hindrances are an enhanced planning and adequate programming of construction resources before and during project execution, rational team building and an efficient construction team for project, in addition to adequate information dissemination and transfer of knowledge. Originality/value – The adequate implementation of the solutions presented in this paper will not only enhance the performance of site managers on resources utilisation but will also augment client satisfactions.

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Engstrom, Craig L. "Hiring Managers’ Impressions of Business Communication’s Legitimacy." Business and Professional Communication Quarterly 82, no. 4 (July 16, 2019): 495–514. http://dx.doi.org/10.1177/2329490619859356.

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Data from a survey of 864 executives and managers with hiring authority suggest that business communication has external legitimacy regardless of program sponsorship and that hiring managers favor courses that comprise the business communication curriculum, such as public speaking, leadership, business management, and interpersonal communication. Findings from the study can give students guidance when selecting coursework electives and writing résumés, guide faculty in making curricular and advertising decisions, and support the legitimacy of the business communication curriculum.

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Starc, Jasmina, Marijana Neuberg, and Karmen Erjavec. "Nurses’ satisfaction with the use of communication channels by their managers in Croatia and Slovenia." Management 24, no. 2 (December 18, 2019): 81–94. http://dx.doi.org/10.30924/mjcmi.24.2.6.

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Previous studies rather neglected the issue of how nurses are satisfied with the usage of communication channels by their managers. This paper aims to discover how nurses in Croatia and Slovenia are satisfied with their managers’ usage of communication channels, and also how this satisfaction is associated with the employee-organisation relationship. A self-administrated electronic questionnaire was conducted with 272 nurses in Croatia and Slovenia. The study results show that top nurse managers most commonly use mediated communication channels, while middle and executive nurse managers use more interpersonal communication channels. Employees are most satisfied when top nurse managers use emails, middle nurse managers face-to-face communication, emails and phone calls, and executive nurse managers face-to-face communication, emails, phone calls, instant messaging and internal social networks to communicate with them. Younger employees are significantly more satisfied with nurse managers’ use of new communication and information technologies. The study also shows that satisfaction with interpersonal communication used by the executive nurse managers is positively associated with employee-organization relationships and satisfaction with middle and top managers’ utilization of email in that relationship.

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Othman, Abdul Kadir, Muhammad Iskandar Hamzah, Zaini Abdullah, and Nooraini Abdul Rahim. "The Influence of Managers’ Communication Styles on Employees’ Job Satisfaction among Local and Expatriate Managers." ADVANCES IN BUSINESS RESEARCH INTERNATIONAL JOURNAL 1, no. 2 (December 31, 2015): 24. http://dx.doi.org/10.24191/abrij.v1i2.10012.

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In today’s borderless business environment, companies are operating in different locations across the globe to ensure that they can gain competitive advantage over their competitors at different countries. To ensure common strategic mission, vision and objectives of the company across the globe, managers from different countries of origin are sent to different countries to equip them with a global mindset in managing the company. The problem is that they have different ways of communication as compared to local managers. These might affect the level of job satisfaction of employees. This study was intended to investigate the influence of different communication styles of expatriate and local managers on employees’ job satisfaction in manufacturing companies in Malaysia. From the analysis of 170 data collected from the employees, the results indicate that telling, selling and joining communication styles of local managers are the significant predictors of employees’ job satisfaction. For expatriate managers, only selling communication style contributes significantly to the level of employees’ job satisfaction. The implications of the study are discussed in detail in the paper.

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Mehra, Payal, and Catherine Nickerson. "Does technology divide or unite generations?" International Journal of Organizational Analysis 27, no. 5 (November 4, 2019): 1578–604. http://dx.doi.org/10.1108/ijoa-10-2018-1576.

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Purpose The purpose of this paper is to investigate the communication preferenc;s reported by different generations in the Indian workplace, as well as investigating the relationship between communication preferences, communication climate and employee satisfaction with the organizational communication. The authors therefore examined managers’ preferences for different communication media across two different generations, as well as their perceptions of the communication climate and their overall satisfaction with their organizations’ communication. Design/methodology/approach The authors tested an interaction model comprising ease of use of communication medium, communication climate and communication satisfaction, on 822 Indian managers belonging to two different generations. In doing so, they used a survey to investigate managers’ preferences for different media, their perceptions of the communication climate within their organizations and their overall satisfaction with the communication that takes place. The authors drew on studies on media richness theory, on communication climate and on inter-generational differences. Findings The findings show that while communication satisfaction in general was low across both generations, Generation Y employees recorded the lowest levels of satisfaction. In addition, a manager’s generational category does not moderate the relationship between media use and communication satisfaction, but it does moderate the relationship between communication climate and communication satisfaction. In terms of the ease of use associated with different types of media, the differences between the generations were largely stereotyped, although moderate media (VC, chat, voicemail) were preferred over rich media (face-to-face meetings) or lean media (fax, memos and emails), by all managers. Practical implications Senior management in India must shed their bureaucratic mind-set to promote openness in the communication choices that are considered acceptable, leading to more effective decision-making and problem solving. Mobile phones, chats, wikis, podcasts, video-conferencing and email should be officially embedded into the organizational communication culture to facilitate state-of-the-art knowledge management practices. More multi-generational teams and mentorship programmes need to be implemented to make a wider variety of media acceptable to all managers, which will in turn improve communication satisfaction. Originality/value This study is original in that it unpacks the influence of media use and communication satisfaction across Gen X and Gen Y, who will be moving into more senior positions in India in the next decade. In doing so, it provides a snapshot of organizational communication in an important emerging economy and provides recommendations as to how organizational communication may be made more effective in the future. Organizations in India and elsewhere can improve their organizational communication by enhancing transparency and by making a wider variety of media accessible, and therefore acceptable, to different generations of managers.

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Large, Rudolf O. "Communication capability and attitudes toward external communication of purchasing managers in Germany." International Journal of Physical Distribution & Logistics Management 35, no. 6 (July 2005): 426–44. http://dx.doi.org/10.1108/09600030510611657.

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Oleksenko, Olena. "Assessment Criteria of Future Managers' Preparation for Cross-Cultural Communication." International Letters of Social and Humanistic Sciences 68 (April 2016): 18–23. http://dx.doi.org/10.18052/www.scipress.com/ilshs.68.18.

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The research is based on a set of scientific approaches, incorporating generative features of communicative and activity-oriented, dialogue, personality-oriented, culture-oriented, technological ones.The communication structure presented by the coherent aspects such as perceptive, communicating and interactive ones, along with the peculiarities of the process of cross-cultural communication (CCC) give grounds for defining the main components of the content of training future managers of foreign economic activity for CCC. They are motivating and orientating, conceptual and cognitive, communicating and activity-oriented. Within each component the basic criteria of evaluation of preparation of future managers of foreign economic activity for CCC are elaborated. Their availability is proved with the help of the definite indices.The conceptual and cognitive component is defined by the cognitive criterion according to which the efficiency and quality of mastered by students knowledge are assessed. The indices worked out within the cognitive criterion are knowledge quality (i.e. fullness and flexibility) and ways of acquiring new knowledge in CCC. On the base of the motivating and orientating component a subjective criterion is elaborated to evaluate the necessary professional and personal qualities of future specialists. It is represented by the indices of motivation for CCC preparation and reflexivity of communicating activity. Within the communicative and activity-oriented component an operational criterion is developed with the index of communicative skills and the index of skills to manage cross-cultural conflicts. On the base of the assessment criteria and indices the levels of future managers' preparation for CCC are differentiated into low, satisfactory, sufficient, high. The level characteristics are worked out and generalized in descriptions.

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Lamude, Kevin G., Tom D. Daniels, and Michael Smilowitz. "Subordinates’ Satisfaction with Communication and Managers’ Relational Messages." Perceptual and Motor Skills 81, no. 2 (October 1995): 467–71. http://dx.doi.org/10.1177/003151259508100221.

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The paper concerns subordinates’ satisfaction with communication as a function of managers’ relational messages. 131 subordinates completed the Communication Satisfaction Scale and the Relational Message Scale. Ratings of immediacy, receptivity, composure, similarity, and equality messages were positively associated with satisfaction with communication. Ratings of messages conveying dominance, formality, and task orientation were negatively related to subordinates’ satisfaction with communication.

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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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Reid, Leonard N., and Karen Whitehill King. "Advertising Managers' Perceptions of Sales Effects and Creative Properties of National Newspaper Advertising: The Medium Revisited." Journalism & Mass Communication Quarterly 80, no. 2 (June 2003): 410–30. http://dx.doi.org/10.1177/107769900308000211.

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Building on a previous survey of large-agency media specialists' opinions on the sales effects of national newspaper advertising, we surveyed advertising managers with the nation's largest national advertisers to measure opinions on national newspaper advertising for (1) ad delivery effectiveness, (2) sales effects, and (3) creative properties of media-delivered ads. High agreement was found between ad managers and media specialists. Newspapers fared poorly as a national medium for ad delivery effectiveness, sales effects, and medium-based creative properties of ads in comparison with network TV, but were judged effective at producing immediate sales payout and delivering both simple and complex ad messages. The more dollars spent in national newspaper advertising by a company, the more effective the medium was perceived by that firm's advertising manager.

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LAMUDE, KEVIN G., TOM D. DANIELS, and MICHAEL SMILOWITZ. "SUBORDINATES' SATISFACTION WITH COMMUNICATION AND MANAGERS' RELATIONAL MESSAGES." Perceptual and Motor Skills 81, no. 2 (October 1995): 467–71. http://dx.doi.org/10.2466/pms.1995.81.2.467.

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Johlke, M. C., D. F. Duhan, R. D. Howell, and R. W. Wilkes. "An Integrated Model of Sales Managers' Communication Practices." Journal of the Academy of Marketing Science 28, no. 2 (April 1, 2000): 263–77. http://dx.doi.org/10.1177/0092070300282007.

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Irving, Pauline, and Dennis Tourish. "An Integrated Communication Strategy for Health Service Managers." Journal of Management in Medicine 8, no. 6 (December 1994): 53–57. http://dx.doi.org/10.1108/02689239410073448.

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Journal articles on the topic 'Communication managers'

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