Formal systems thinking methods are not readily understandable, applicable nor necessarily useful in the dealing with complex problem domains facing managers in the public sector workplace. This thesis explores the design of other practical techniques that managers, designers, business systems analysts and project staff can use in the workplace to enhance their individual and collective analytical, systemic and critical thinking skills and capabilities. The interpretive framework used in this social ecology research comprised a constructivist paradigm, a relativist ontology, a subjectivist epistemology, and a critical learning heuristic method. The research technique has been a purposeful and practical combination of critical learning heuristics, action research, project management and creative design conversations. Through the adoption of a first person narrative form and the literary motif of a journeyman’s story, the author relates aspects of his cumulative learning and research. The four major action research cycles are presented in a chronological sequence spanning the seven year period from late 1997 to end 2004. Key findings include a range of practical techniques, informed by systems and complexity theories, that managers and staff can readily understand and apply in approaching complex issues and dynamic problem domains in a large public sector organisation. / Master of Science (Hons)

Thesis (Ph. D.)--University of Missouri-Columbia, 2006. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file viewed on (March 5, 2007) Vita. Includes bibliographical references.

Thesis (Master of Arts in Communication) -- University of Canberra, 2007. / Includes bibliography (p. 145 - 151)

Thesis (M.A.)--University of Wisconsin--Stevens Point, 2009. / Submitted in partial fulfillment of the requirements for the degree Master of Arts in Communication, Division of Communication. Includes bibliographical references (leaves 114-120).

This study assessed various communication skills which a manager must possess in order to effectively communicate. This communication commonly would take place between or among individuals through a common system of symbols, signs and behaviour in friendship, circles, groups, and businesses, which would result in an improved business performance. This study concentrated on these two aspects of communication as follows: 1) Verbal communication: Vague statements, Ambiguous statements. 2) Nonverbal communication: Physical appearance, Eye contact, Body language, Confidence, Manner of approach, Listening skills, Active communication. The study looked at the impact of each of these communication skills without concentrating on the causes of each in detail. The study therefore would reveal the impact of each without identifying the specific cause/s of each skill. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2009.

As one of the salient public relations practitioners' functions, internal and external communication is a vital tool to create success for an organization. This study examined an internal and external theory: Theory X and Y and Grunig's public relations models to ascertain the intersections of these two areas of communication.The researcher utilized a Likert-type questionnaire which was oriented to Theory X and Y, and a Q sort which was oriented to Grunig's public relations models to 35 individuals that assumed a public relations managers' role.Upon analysis of results, the research showed that there was no relationship between organizational internal management style and organizational external communication style. Specifically, Theory X and Y was not related to Grunig's public relations models. Also, there were less intersections and effects regarding the demographics with this study. However, the researcher found that five out of six respondents with 10 or more years of experience supported the proposed research questions. / Department of Journalism

The managers in this research report that strategic stories are scarcely used in large international companies, which are described as contexts of logical argumentation, where credibility from functional expertise and logical persuasion is paramount. Managers describe a need to wear ???corporate armour.??? Multicultural aspects engender many communications challenges. / Many risks are thus seen in strategic storytelling. Storytelling is viewed as easy to do badly, and very hard to get right, requiring time and effort that offer only marginal returns. The risks, which appear to outweigh the potential gains, have to do with performance risks: a loss of personal and professional credibility, a failure to tell a story that is relevant to the audience, organizational resistance to storytelling and the fear of anti- or counter-stories. / Nevertheless, strategic storytelling is perceived to be a potentially valuable communication tool for managers in large international companies, especially as a complement to other, more widely used communication vehicles. The emotional power of storytelling is seen to be its highest value: in certain situations, it can help managers achieve their communication goals more effectively than conventional communication modes. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2001.

The managers in this research report that strategic stories are scarcely used in large international companies, which are described as contexts of logical argumentation, where credibility from functional expertise and logical persuasion is paramount. Managers describe a need to wear ???corporate armour.??? Multicultural aspects engender many communications challenges. / Many risks are thus seen in strategic storytelling. Storytelling is viewed as easy to do badly, and very hard to get right, requiring time and effort that offer only marginal returns. The risks, which appear to outweigh the potential gains, have to do with performance risks: a loss of personal and professional credibility, a failure to tell a story that is relevant to the audience, organizational resistance to storytelling and the fear of anti- or counter-stories. / Nevertheless, strategic storytelling is perceived to be a potentially valuable communication tool for managers in large international companies, especially as a complement to other, more widely used communication vehicles. The emotional power of storytelling is seen to be its highest value: in certain situations, it can help managers achieve their communication goals more effectively than conventional communication modes. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

The managers in this research report that strategic stories are scarcely used in large international companies, which are described as contexts of logical argumentation, where credibility from functional expertise and logical persuasion is paramount. Managers describe a need to wear ???corporate armour.??? Multicultural aspects engender many communications challenges. / Many risks are thus seen in strategic storytelling. Storytelling is viewed as easy to do badly, and very hard to get right, requiring time and effort that offer only marginal returns. The risks, which appear to outweigh the potential gains, have to do with performance risks: a loss of personal and professional credibility, a failure to tell a story that is relevant to the audience, organizational resistance to storytelling and the fear of anti- or counter-stories. / Nevertheless, strategic storytelling is perceived to be a potentially valuable communication tool for managers in large international companies, especially as a complement to other, more widely used communication vehicles. The emotional power of storytelling is seen to be its highest value: in certain situations, it can help managers achieve their communication goals more effectively than conventional communication modes. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.