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Relevant bibliographies by topics / Communication of organizations

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Academic literature on the topic 'Communication of organizations'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Communication of organizations"

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Dittmore, Stephen W., G. Clayton Stoldt, and T. Christopher Greenwell. "Use of an Organizational Weblog in Relationship Building: The Case of a Major League Baseball Team." International Journal of Sport Communication 1, no. 3 (September 2008): 384–97. http://dx.doi.org/10.1123/ijsc.1.3.384.

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

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Luthfie, Muhammad, Aida Vitayala S. Hubeis, Amiruddin Saleh, and Basita Ginting. "Climate Communication Society Organizations in the Development in the Village Plompong." Journal of Social Science Studies 4, no. 1 (August 15, 2016): 10. http://dx.doi.org/10.5296/jsss.v4i1.9894.

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Climate Communication in an organization is very important to foster togetherness and unity. Climate conducive communication between the leaders and members or between superiors and subordinates can achieve harmonization within the organization that will ultimately reap success in the implementation of its programs. The ideal climate organizational communication requires honesty in communication, openness of communication down, and a joint decision. Pace and Faules (2000) states that organizational communication climate is important for linking organizational context with concepts, feelings, and expectations of the organization’s members and to help explain the behavior of members. The study aims to analyze the communication climate organization built community organizations in rural development. The results showed climate communication community organizations research subject is very conducive and riel has been able to encourage active involvement in the development in the village Plompong, through the realization of its programs in the construction of infra structure.

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Abu Bakar, Hassan, and Che Su Mustaffa. "Organizational communication in Malaysia organizations." Corporate Communications: An International Journal 18, no. 1 (January 25, 2013): 87–109. http://dx.doi.org/10.1108/13563281311294146.

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Babatunde, Osabiya. "Importance of Effective Communication in Public Organisations." Issues in Social Science 3, no. 2 (November 20, 2013): 78. http://dx.doi.org/10.5296/iss.v3i2.8596.

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<p>Communication has crucial impacts within or among workgroups in both private and public organizations. Communication can be a channel to flow information, resources, and even policies. Given the importance of organization communication and its managerial impacts, further research is needed to explore this topic as it relates to both private and public administration field. To this end, this study assesses the impacts of organizational communication on the perception of red tape by comparing internal communication with external, especially client-oriented, communication in both public and non-profit organizations. <br />Utilizing current literature, this paper will examine effective organizational communication within a private and public organization. Many organizations today often look at communication and leadership as one-dimensional; the inability of leaders in small organizations to adapt to a leadership style that effectively communicates with the employee hinders organizational performance. This study examines the communication exchange within a private and public organization and its effects on the organizational culture and employee performance.<br />This study summarizes the increasing importance of organizational communication, the basic theoretical perspectives that guide the study of communication and the key distinctions that guide the study of organizational communication, the key functions of communication in organizations. Because organizational communication has become such a big topic, this study is limited to addressing internal and external organizational communication.</p>

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Kristina. "The Organizational Communication Perspective Theory." Journal of Sosial Science 1, no. 3 (July 26, 2020): 61–74. http://dx.doi.org/10.46799/jsss.v1i3.37.

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Public sector organizations are undergoing a transformation in management style. Not only is the behavior of government agencies increasingly being carried out like business, where managers play a central role, but aspects of client service are also becoming more important. Communication is input or message from one person to another. Organizations need communication to streamline their work and carry out tasks in a perfect way. Communication is the art of sending messages and receiving the same in the form of feedback. The success of an organization is highly dependent on effective organizational communication patterns. This study aims to understand communication in achieving the objectives of government organizations. Furthermore, this study discusses effective communication in government organizations. Keywords: Organization Communication, Internal and External.

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Walden, Justin A., and Catherine Y. Kingsley Westerman. "Strengthening the Tie: Creating Exchange Relationships That Encourage Employee Advocacy as an Organizational Citizenship Behavior." Management Communication Quarterly 32, no. 4 (June 27, 2018): 593–611. http://dx.doi.org/10.1177/0893318918783612.

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This study investigates the communication elements within organizations that enhance social exchanges and influence an individual’s willingness to spread positive information about their employer. Findings from a survey of employees in a United States–based health care organization ( N = 223) indicate that organizational commitment mediates the relationship between employee-centered internal communication by organizations and employee advocacy. Employees with strong organizational commitment perceive that their organization values the exchange relationship, and employees, in turn, report they are likely to take extra steps to support their organization. To encourage organization-supportive employee advocacy behavior, organizations should engage in open and supportive communication with employees and cultivate lasting relationships with them.

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Damanik, Elsye Rumondang, Damianus Cosmas Bambang Mulyono, Margana Wiratma, and Romanus Ndau. "Berakhirnya Kisah Manis Apple dan Samsung: Mengatasi Konflik Organisasi Eksternal Multidimensional dengan Komunikasi Organisasi Efektif." Humaniora 4, no. 1 (April 30, 2013): 671. http://dx.doi.org/10.21512/humaniora.v4i1.3476.

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Conflict within an organization could occur in the context of personal communication and group communication. It is not infrequently that multidimensional organizational conflict ultimately affects the performance of a group as a whole. The purpose of this article is to discuss how the role of communication in resolving conflicts organizations external organizations. To focus on the subject matter, the writers conducted a case study discussion by using the concept of multidimensional organizational conflict (implemented in external organizational conflict) in terms of structural, procedural, and situational dimension through effective organizational communication. Yet in this paper, the writers use two dimensions which are procedural and structural dimension. In preparing this paper, the writers undertook a literature study and took a case of Apple and Samsung Electronics in a patent dispute. The results of this study show that effective communication is needed between the organization and its environment; especially competitor organizations which have similar products with different names. Effective organizational communication which could be done is to mediate between organizations. By engaging different means of communication, the exchange of information that occurs between them shall go well.

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Sadia, Aysha, Berhannudin Mohd Salleh, Zulida Abdul Kadir, and Sazuliana Sanif. "The Relationship between Organizational Communication and Employees Productivity with New Dimensions of Effective Communication Flow." Journal of Business and Social Review in Emerging Economies 2, no. 2 (December 31, 2016): 93–100. http://dx.doi.org/10.26710/jbsee.v2i2.35.

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Effective organizational communication can lead organization in asuccessful way, only if exists. Without proper information and planning anydeliberated decision cannot occur. There is a vast literature on organizationalcommunication and productivity of employees. However this research looksover the influence of effectiveness of internal communication on employees'productivity. The core concentration in this study is level of communicationin organization and how employees perceive communication, and what arethe effects of internal communication on their work capability. The focus ofthis study is on the relation of employees' efficiency in organizationalcommunication with the support of effective communication, as compare toprevious study that only concentrated on organizational communication andproductivity. Therefore after recognizing the effectiveness ofcommunication the employee's productivity flourishes in organizationalcommunication. Flow of effective communication in organizations developsthe strong bonding between staff and management, then employees gettrusted, that make them more productive.

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Schäfer, Mike S., and Birte Fähnrich. "Communicating science in organizational contexts: toward an “organizational turn” in science communication research." Journal of Communication Management 24, no. 3 (August 3, 2020): 137–54. http://dx.doi.org/10.1108/jcom-04-2020-0034.

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PurposeResearch on science communication in organizational contexts is scarce – even though many cases can be found where organizations from science and beyond communicate about science-related issues, or where organizational contexts have an impact on the communication of individual scientists and scientific organizations. Therefore, it is time for an “organizational turn” in science communication research, and for more scholarly emphasis on the specific cases that science-related communication in, from and about organizations presents. Such an approximation would benefit both science communication research and analyses of strategic and organizational communication.Design/methodology/approachThis special issue of the “Journal of Communication Management” on “Communicating Science in Organizational Contexts” is a step in this direction: It compiles commentaries from leading scholars in the respective fields as well as research articles coming from various disciplines and conceptual as well as methodological paradigms. In the editorial, we assess overlaps between scholarship on science communication and strategic communication, respectively, based on a meta-analysis of journals in the field(s), develop a guiding heuristic for analyzing science communication in organizational settings, and introduce the contributions to the special issue.FindingsThe meta-analysis shows that overlaps between science communication research and scholarship on strategic communication are scarce. While organizations and their communication appear occasionally, and increasingly often, in science communication research, scholars of strategic communication only rarely analyze science communication.Research limitations/implicationsThe meta-analysis is limited to the publications of five scholarly journals over ten years. It still demonstrates the lack of research in the intersection of scholarship on science communication and strategic communication.Practical implicationsScientific organizations are rapidly extending and professionalizing their strategic communication, and an increasing number of organizations beyond science communicate on science or science-related issues. Understanding science communication in organizational settings, therefore, is crucial for practitioners in both areas.Originality/valueAnalyzing science communication in organizational settings is of increasing importance – yet few studies exist that have done it, and the respective research fields devote not much attention to one another. The special issue is a first foray into this new, intersectional field.

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Schoeneborn, Dennis. "Organization as Communication." Management Communication Quarterly 25, no. 4 (May 19, 2011): 663–89. http://dx.doi.org/10.1177/0893318911405622.

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This article introduces Luhmann’s theory of social systems as a prominent example of communication as constitutive of organization (CCO) thinking and argues that Luhmann’s perspective contributes to current conceptual debates on how communication constitutes organization. The theory of social systems highlights that organizations are fundamentally grounded in paradox because they are built on communicative events that are contingent by nature. Consequently, organizations are driven by the continuous need to deparadoxify their inherent contingency. In that respect, Luhmann’s approach fruitfully combines a processual, communicative conceptualization of organization with the notion of boundary and self-referentiality. Notwithstanding the merits of Luhmann’s approach, its accessibility tends to be limited due to the hermetic terminology that it employs and the fact that it neglects the role of material agency in the communicative construction of organizations.

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Dissertations / Theses on the topic "Communication of organizations"

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Mustard, Kimberley Ann. "Organizations and communication technologies, a study of organizational adaptation." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/mq55165.pdf.

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Lin, Yue Beyerlein Michael Martin. "Cultural implications of self-other agreement in multisource feedback comparing samples from U. S., China, and globally dispersed teams /." [Denton, Tex.] : University of North Texas, 2007. http://digital.library.unt.edu/permalink/meta-dc-3947.

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Fuentes, Riffo Daniela Viviana. "Organizational Change in Volunteer-Based Organizations: Communication Change Strategies in Church Congregations." TopSCHOLAR®, 2015. http://digitalcommons.wku.edu/theses/1504.

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The current study fills a gap in the communication and management literature by providing additional insight regarding the effective communication strategies used by church leaders during organizational change. The researcher sought to find out how beliefs held by church members predicted their receptivity to change and their intent to leave their organization. Participants from diverse church denominations (N = 208) completed an online survey questionnaire asking them to think about a particular change they had experienced in their current or former church. The results of statistical analysis showed: (a) Church members´ beliefs regarding discrepancy, efficacy, principal support, and valence, positively predicted their receptivity to change, and negatively predicted their intention to leave the organization; (b) beliefs regarding valence were the most relevant for church members to become receptive towards change, and for them to stay in their church during organizational change; (c) among the trust dimensions, benevolence acted as a mediator in the relationship of principal support and valence with intent to leave. This study provides some evidence regarding organizational change in a volunteerbased church context. Practical applications are discussed for church leaders who are implementing change in their congregation. Additionally, future directions are proposed.

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Noland, Timothy L. "Affinity-seeking and superior-subordinate communication /." free to MU campus, to others for purchase, 1998. http://wwwlib.umi.com/cr/mo/fullcit?p9901266.

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Woffinden, Charles Ritchie. "An organizational communication perspective on the university : understanding how individuals constitute organizations /." [Boise, Idaho] : Boise State University, 2009. http://scholarworks.boisestate.edu/td/63/.

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Georgiadis, Elliot Erin. "ORGANIZATIONAL CULTURE THEORY AND FRATERNAL ORGANIZATIONS: APPLYING MEASURES OF ORGANIZATIONAL CULTURE THEORY TO THE SORORITY CONTEXT." University of Akron / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=akron1566227238796242.

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Rajala, Inkeri. "Developing Internal Communication in Fast-changing Organizations." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-50821.

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Developing internal communication in fast-changing organizations is a current topic, which seems to exercise the minds of corporate people in different positions. Well-functioning internal communication and business success seem to be strongly linked. It motivates people, and only people who are motivated and enthusiastic about their work are able to perform well in their jobs and to secure the success of their employers. The purpose of this study was to increase the understanding of internal communications and how employees perceive it in fast-changing organizations. An understanding of internal communication and its development was searched by concentrating in selected essential internal communication areas in organizations, internal corporate communication function and internal communication channels. The focus was on fast-changing organizations due to the fact that the development of internal communication does not usually go hand in hand with other organization development and business growth but tends to drag behind. The theoretical framework was formed of internal communication in general, internal communication development, internal communication in fast-changing organizations, internal communication in different organizational areas, internal corporate communicationas a function and internal communication channels. The most valid internal communication areas were selected to be management communication, team and supervisor communication and interdepartmental communication. The theoretical framework presented the dilemmas and characteristics that can occur among the issue of internal communication development. In order to achieve the determined objectives, a quantitative study was conducted. The survey named “Internal communications at the company x” with three different forms of questions was carried out in the case company. The topic was scrutinized from theperspective of a case company and aimed to find out employees’ perceptions. The web-based survey focused on the selected issues concerning internal communication and its development. Questionnaires were sent out to the employees of the case company’s European organization and 94 responses were received. The collected data was analyzed against the theoretical framework, and with the help of analysis conclusions and managerial implications regarding this study were drawn. It was discovered that by developing these internal communication areas together, fast-changing organizations succeed better in internal communication and consequently in other operations. In fast-changing organizations, careful attention needs to be paid especially to the amount of management, supervisor and interdepartmental communication. Communication especially about company situation and financial and sales situation should be increased. Employees value open, systematic, clear and well-organized communication. Development of interdepartmental communication processes is vital in order to improve knowledge sharing across the company and consequently business performance. It is essential that all members of work community understand their responsibility to communicate. Internal corporate communications function should teach that and provide good communication tools for all employees, especially intranet, e-mail and possibilities to face to face meetings and versatile feedback sessions. Efforts to equalize communication between locations, departments and teams need to be taken.

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Schütte, Miriam. "Communication, delegation and performance evaluation in organizations." Diss., Ludwig-Maximilians-Universität München, 2013. http://nbn-resolving.de/urn:nbn:de:bvb:19-163574.

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Banis, Alvianos, and Jonas Johansson. "Political Communication Strategies Applied on Business Organizations." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-38244.

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The purpose of this paper is to describe the current communication techniques and strategies used by political parties resulting in these parties achieving significant growth, understand the components of those communication techniques in order to isolate the factors attributing to this achieved success and develop a model that can be replicated from a business organization in order to achieve similar beneficial results.The study revealed that there is a clear connection between political parties and business organizations, broadening the research fields of both entities respectively. Furthermore, the findings were categorized based on potential value, with practices such as “thriving on dissatisfaction”, “taking advantage of emotions”, “showing visible structures as an organization / political party”, “intentional use of weak signals”, “leader’s direct connection to audience” and “formulating receiver interpretation of signals” appearing to have high potential in achieving success if implemented correctly in the communication strategy.

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

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Books on the topic "Communication of organizations"

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L, Pepper Gerald, ed. Understanding organizations: Interpreting organizational communication cultures. Columbia, S.C: University of South Carolina Press, 1993.

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Communication in organizations. 2nd ed. Minneapolis: West Pub., 1993.

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Michael, Fielding. Effective communication in organizations. Kenwyn: Juta, 1995.

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Michael, Fielding. Effective communication in organizations. Kenwyn: Juta, 1993.

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Fielding, Michael. Effective communication in organizations. 2nd ed. Kenwyn: Juta, 1997.

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Fulk, Janet, and Charles Steinfield. Organizations and Communication Technology. 2455 Teller Road, Thousand Oaks California 91320 United States: SAGE Publications, Inc., 1990. http://dx.doi.org/10.4135/9781483325385.

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Organizational communication. New York: A. de Gruyter, 1992.

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Organizational communication. 2nd ed. Mason, Ohio: Thomson/South-Western, 2006.

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Wilson, Gerald L. Organizational communication. New York: Harper & Row, 1986.

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Small group communication in organizations. 2nd ed. Dubuque, IA: W.C. Brown Publishers, 1990.

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Book chapters on the topic "Communication of organizations"

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Williams, Richard S. "Communication in Organizations." In Analyzing Organizational Behaviour, 103–26. London: Macmillan Education UK, 1991. http://dx.doi.org/10.1007/978-1-349-21542-3_6.

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Kaplan, Leslie S., and William A. Owings. "Communication in Organizations." In Organizational Behavior for School Leadership, 209–44. New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315669502-7.

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Barnhill, Christopher R., Natalie L. Smith, and Brent D. Oja. "Communication in Organizations." In Organizational Behavior in Sport Management, 49–58. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67612-4_5.

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Harris, Thomas E., and Mark D. Nelson. "Understanding Organizations." In Applied Organizational Communication, 53–81. Fourth Edition. | New York : Routledge, [2019] |: Routledge, 2018. http://dx.doi.org/10.4324/9781351019583-3.

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O’Toole, Paddy. "Retaining Knowledge Through Communication." In How Organizations Remember, 73–102. New York, NY: Springer New York, 2010. http://dx.doi.org/10.1007/978-1-4419-7524-9_4.

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Büchel, Bettina S. T. "Communication Technology and Organizations." In Using Communication Technology, 1–14. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780333985670_1.

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Chin-Chung, Chao, and Dexin Tian. "Intercultural Communication and Organizations." In Global Perspectives on Intercultural Communication, 270–314. New York, NY : Routledge / Taylor & Francis Group, [2017]: Routledge, 2017. http://dx.doi.org/10.4324/9781315716282-26.

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Harris, Thomas E., and Mark D. Nelson. "Effective Leadership in Organizations." In Applied Organizational Communication, 236–64. Fourth Edition. | New York : Routledge, [2019] |: Routledge, 2018. http://dx.doi.org/10.4324/9781351019583-11.

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Harris, Thomas E., and Mark D. Nelson. "Effective Interpersonal Communication in Organizations." In Applied Organizational Communication, 192–210. Fourth Edition. | New York : Routledge, [2019] |: Routledge, 2018. http://dx.doi.org/10.4324/9781351019583-9.

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Diers-Lawson, Audra. "The leadership challenge for organizations in crisis." In Crisis Communication, 149–61. Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9780429437380-12.

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Conference papers on the topic "Communication of organizations"

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Mesaroş, Florin, and Irina Antoaneta Tănăsescu. "Integrated Strategic Communication in Romanian Organizations." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/18.

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The strategic communication goes beyond the area of public relations and focuses mainly on strategies that create, develop, and control the success of an organization. Strategic communication also includes traditional practices of institutionalized organizational communication to use the messages much more easily when interacting with internal and external stakeholders. Wishing to find a better strategy to programme any internal or external communication, the organizations develop different kinds of strategic plans meant to support the management process, starting with the mission and vision statement and ending with the evaluation of achieved goals. The following example - Integrated Strategic Communication (ISC)- shows the ways the integrated strategic communication can be reached in Romanian organizations.

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Abrashi, Gazmend. "Organizational communication - Communication process in business organizations." In 2nd International Scientific Conference - Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia; Faculty of Management Koper, Slovenia; Doba Business School - Maribor, Slovenia; Integrated Business Faculty - Skopje, Macedonia; Faculty of Management - Zajecar, Serbia, 2018. http://dx.doi.org/10.31410/eman.2018.425.

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

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The development and use of Information and communication technology(ICT) is growing at a rapid speed across the world. The number of internet (as well as other technologies) users increased by 27,750% from 1993 (14 million) until 2017 (3,885,567,619) users according to internetworldstats. ICT is becoming essentials in all organization, and organizations cannot survive or compete without using these technologies. Although some researches were done on the effects of these technologies on organizations behaviours, they still in initial stages. The following article examine the effect of ICT on organizational behaviours, especially on Organizational Design how ICT changes the organizational structure and what are the organizations formed, Intelligence in what way knowledge is created and strategically used, and Decision Making how it will affect the speed and accuracy of decision making. Methods used in the article are scientific literature analysis, synthesis and comparison.

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Andrzej Kisielnicki, Jerzy. "From a Traditional to a Networking Organization: The Role of Information and Communication Technologies." In InSITE 2015: Informing Science + IT Education Conferences: USA. Informing Science Institute, 2015. http://dx.doi.org/10.28945/2231.

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The development of Information and Communication Technologies (ICT) resulted in transforming the traditional hierarchical organizations into networking flexible ones. In the circumstances of identifying a new type of organizations, the notions as ‘organization’ and ‘synergy’ should be revised. The organizations with individual elements that build up a network have altered their attitude towards the problem of a global optimum. Individual elements that can be called ‘junctions,’ strive to optimize local optima instead of the traditionally approached global optimum. The article offers a hypothesis that a networking organization is formed when all its elements gain profits. What is needed to form it is the consensus of all the constituent elements. The management of networking organization is supported by the contemporary ICT tools that help to manage the network. Intellectual capital is the most important element of a networking organization. A new organizational form is becoming fully competitive against traditional organizations with the fixed position in the market. A comparison of the model of business functioning of a traditional and a networking organization has been made. The model shows what economic conditions should be met to form networking organizations. It presents as well practical examples of relations between traditional and networking organizations. The suggested further research into the issue has been outlined in the text.

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M. Gallant, Linda, Gloria M. Boone, and Gregg Almquist. "Wireless Organizational Communication: A Framework for Communicative Informatics." In 2003 Informing Science + IT Education Conference. Informing Science Institute, 2003. http://dx.doi.org/10.28945/2709.

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As mobile communication becomes more pervasive, there is an increasing need to study the potential uses of wireless organizational communication. The difficulty in analyzing information and communication technology (ICT) in organizational communication is the unintentional split between information processes perspectives and human communication perspectives in the discussions of workplace technology. By merging two constructs, organizational informatics and organizational sensemaking, this paper develops a communicative organizational informatics (COI) framework, which provides a robust perspective on how people communicate through the uses of technology in organizational settings. This communicative informatics framework offers a powerful lens to study the meanings, understandings, uses and gratifications, and potentials of technology in organizations and how it can facilitate workplace communication. A COI analysis of a personal digital assistant (PDA), a Palm VII, with a live wireless connection to a company sales database is examined by applying a usability testing methodology.

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Beig, Leila, and Atefeh Ghavamifar. "Organizational Memory Building Blocks of Virtual Organizations." In Communication Technologies: from Theory to Applications (ICTTA). IEEE, 2008. http://dx.doi.org/10.1109/ictta.2008.4530308.

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Iacob, Constantin Ciprian, and Silvia Elena Iacob. "Communication, a Premise for Increasing the Organization's Performance." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/08.

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Communication has always been one of the most important tools through which people can interact with each other. Given that the way we interact with people has never been easy, it has evolved today with more languages, channels and different ways of communicating than before. Communication has a unique role, allowing the solution of certain operational, functional and relational problems, but also employee satisfaction. Recent changes have had an impact on organizations and have increased the importance of managing both internal and external communication. Thus, the communication system is also a system of actions, because the activity and the word are intertwined in negotiations, arguments, counseling, explanation of tasks, conflict resolution. Communication in the educational institution is a premise of the performance of instructive-educational processes, a factor that creates an optimal educational climate, a vector for building the reputation and image of the educational organization and a source of motivation for teachers.

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Fic Žagar, Petra, Tina Bregant, Matjaž Perc, Anja Goričan, Aleks Jakulin, Janez Žibert, Žiga Zaplotnik, et al. "COVID-19 Vigilance: Towards Better Risk Assessment and Communication During the Next Wave." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.15.

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Since December 2019, SARS-CoV-2 infections have altered many aspects of our societies. Citizens were faced with circumstances to which even experts and scientists did not yet know the answers and were applying the scientific method to make daily steps of progress towards better understanding the threat and how to contain it. Within a year, several vaccines were produced to protect individuals from the virus, thereby resolving the most important medical problem. However, not just medical issues call for the application of the scientific method. The management of epidemics also can, and in fact should, benefit significantly from a science-based approach. The novel complexity of the situation left us torn between permissive and authoritarian approaches of containment, and it is still subject to debate what works best and why. In our contribution, we model the emerging complexity of the epidemics and propose a scientific-based data driven approach that aims to aid the decision makers in their focus on the most relevant issues and thus helping them to make informed and consistent decisions. The resulting monitoring and control system, termed COVID-19 vigilance, helps with risk assessment and communication during regional COVID-19 outbreaks. The system is based on the Cynefin decision complexity framework and the universal process model, and it uses several mathematical models that describe epidemic spreading. Different future scenarios are used to predict the impact of realistic, optimistic, and pessimistic outcomes, in turn allowing for a more efficient communication of involved risk.

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Grafenauer Ekart, Živa. "Pomen učiteljevih komunikacijskih kompetenc za sodelovanje vzgojno-izobraževalne ustanove s starši." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.19.

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Social changes lead to changes in cooperation between school and parents. This cooperation has become more necessary and intensive. The most desirable form of cooperation between school and parents is a partnership between them. Features of the partnership cooperation are two-way communication, mutual support, making decision together and promotion of learning. This can be achieved if teachers have well-developed communication competencies. In the article I discuss them as essential competencies of a teacher that enable good cooperation of an educational institution with parents. Communication is a social interaction. It shows the way and quality of the relationship between the participants in communication. If schools strive for good communication competencies of their employees, especial for teachers, they can expect positive responses from parents. This contributes to the optimal development of the child.

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Patil, Akshay, Juan Liu, Jianqiang Shen, Oliver Brdiczka, Jie Gao, and John Hanley. "Modeling Attrition in Organizations from Email Communication." In 2013 International Conference on Social Computing (SocialCom). IEEE, 2013. http://dx.doi.org/10.1109/socialcom.2013.52.

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Reports on the topic "Communication of organizations"

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

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McGrady, E. D. Military Organizations and the Navy: Facilitating Joint Communication. Fort Belvoir, VA: Defense Technical Information Center, January 2001. http://dx.doi.org/10.21236/ada397094.

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

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Harville, Donald L. Person/Job Fit Model of Communication Apprehension in Organizations. Fort Belvoir, VA: Defense Technical Information Center, May 1994. http://dx.doi.org/10.21236/ada280319.

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Capriotti, P., I. Zeler, and A. Oliveira. Dialogic communication 2.0. Analysis of interactions in Latin American organizations. Revista Latina de Comunicación Social, July 2019. http://dx.doi.org/10.4185/rlcs-2019-1373en.

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Pestano Rodríguez, José Manuel, and María A. Gabino Campos. Estrategias de comunicación en las organizaciones de alumni. Communication strategies in alumni organizations. Revista Internacional de Relaciones Públicas, December 2011. http://dx.doi.org/10.5783/rirp-2-2011-04-61-77.

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Hendricks, Beau A. Institutions and Organizations: Exploring the Interdependencies of Legitimacy Theory and Strategic Communication in Afghanistan. Fort Belvoir, VA: Defense Technical Information Center, April 2010. http://dx.doi.org/10.21236/ada523181.

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Pedro Sebastiao, Sonia, and Tania Jose Fernandes. A Comunicação Intercultural nas Organizações: exemplos dinamarqueses The Intercultural Communication in Organizations: Danish examples. Revista Internacional de Relaciones Públicas, May 2015. http://dx.doi.org/10.5783/rirp-9-2015-03-27-46.

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Trevisan Fossá, Maria Ivete, and Fabiana da Costa Pereira. Parceria entre Organizações e TVs Comunitárias como Estratégias de Comunicação / Partnership between Organizations and Community TVs as Communication Strategies. Revista Internacional de Relaciones Públicas, May 2014. http://dx.doi.org/10.5783/rirp-7-2014-08-117-132.

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Beiker, Sven. Unsettled Issues Regarding Communication of Automated Vehicles with Other Road Users. SAE International, November 2020. http://dx.doi.org/10.4271/epr2020023.

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The focus of this SAE EDGE™ Research Report is to address a topic overlooked by many who choose to view automated driving systems and AVs from a “10,000-foot” perspective: how automated vehicles (AVs) will actually communicate with other road users. Conventional (human-driven) vehicles, bicyclists, and pedestrians already have a functioning system of understating each other while on the move. Adding automated vehicles to the mix requires assessing the spectrum of existing modes of communication – both implicit and explicit, biological and technological, and how they will interact with each other in the real world. The impending deployment of AVs represents a major shift in the traditional approach to ground transportation; its effects will inevitably be felt by parties directly involved with the vehicle manufacturing and use and those that play roles in the mobility ecosystem (e.g., aftermarket and maintenance industries, infrastructure and planning organizations, automotive insurance providers, marketers, telecommunication companies). Unsettled Issues Regarding Communication of Automated Vehicles with Other Road Users brings together the multiple scenarios we are likely to see in a future not too far away and how they are likely to play out in practical ways.

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