Kelso, Kari Colleen,
Thesis (Ph. D.)--University of Texas at Austin, 2000. / Vita. Includes bibliographical references (leaves 339-392). Available also in a digital version from Dissertation Abstracts.
Timmerman, Charles Erik,
Thesis (Ph. D.)--University of Texas at Austin, 2000. / Vita. Includes bibliographical references (leaves 304-321). Available also in a digital version from Dissertation Abstracts.
An exploratory study of the effectiveness of use of communication modalities, information overload and communication apprehension in Australian organisations /Upsdell, Timothy George Unknown Date (has links)
Thesis (MPsych(Org))--University of South Australia, 1999
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Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 2005. / Field problem. Includes bibliographical references.
Du Rand, Leon
13 November 2015
M.Com. (Business Management) / Communication is the focal point of the enterprise. It is central to the control and survival of organisations, and is a prerequisite to effective management. Consequently it can be stated that communication pervades'the total managerial process, integrating the managerial functions and linking the enterprise with its environment. The present study set out to define the concept of communication and to develop a theoretically sound model of organisational communication with the objective of providing a frame of reference for future research. A literature survey was conducted during which the concept of communication was traced from its semantic origins through to contemporary interpretations thereof. A subject as complex as communication is best approached through an in-depth, comprehensive observation from different angles and varying perspectives. The variables in the communication process were discussed, utilising communication models as a theoretical framework. In addition, the role of perception in communication was reviewed. Communication variants and the concepts of enterprise, organisational environment. organisational communication structure. formal and informal communication channels were discussed. This review and subsequent analysis served as the theoretical foundation for conceiving a model of organisational communication. The components of organisational communication are presented in a model of organisational communication. The framework of organisational communication advanced in this model is multidimensional; it presents the concept of communication not as an isolated phenomenon or a singular, purely idealised process, but as interrelated constituent processes that operate at varying levels of complexity. Finally, a comment is made on the actuality of the organisational communication model and a multitude of research opportunities are indicated.
Cultural implications of self-other agreement in multisource feedback comparing samples from U. S., China, and globally dispersed teams /Lin, Yue. Beyerlein, Michael Martin, January 2007 (has links)
Thesis (Ph. D.)--University of North Texas, Aug., 2007. / Title from title page display. Includes bibliographical references.
THE EFFECT OF ORGANIZATIONAL COMMUNICATION ON THE MIDDLE- AND LOWER-LEVEL MANAGERS' PARTICIPATION IN THE DECISION-MAKING PROCESS IN SAUDI ARABIA.BAESHEN, NADIA MOHAMMED SALEH. January 1987 (has links)
Managers spend seventy-five to eighty percent of their time communicating interpersonally. Ironically, communication skills are often listed as a major weakness of today's managers. The decision-making component of the managerial task requires the abilities to gather and analyze necessary information, consult with and involve the expertise of peers and subordinates in the decision-making process, and implement the final decisions through the aid of those effected by them. Communication, therefore, is the prerequisite for sound decisions and effective management. A strong and effective organizational communication system allows the "receiver" to express his needs and thoughts to the "sender." Renis Likert, echoed by numerous writers, considered communication a central key force in the decisional participation process. The hypothesis of this study was that the more effective the system of organizational communication is, the more involved the managers in middle- and lower-levels of the hierarchy will get. Communication effectiveness was measured through four components: Upward communication, downward communication, content of communication, and the sources of information. The impact of these components on the degree of decisional participation among the middle- and lower-level managers in Saudi Arabian governmental agencies was measured and analyzed. A multiple regression analysis was performed to assess this causal relationship between the four components of organizational communication and managers' decisional participation in strategic as well as operational decisions. The results indicated no significant relationship among the variables. Except for upward communication, the other three components of the organizational communication system did not seem to have a direct significant effect on the managers' reported participation in Saudi Arabia. The exploratory research suggested several implications for future research.
BARRETT, STEPHANIE STOCK.
With the proliferation of computer networking technologies and improved systems development practice, organizationally-based information systems are beginning to include automated information interchange that transcends organizational boundaries. The scope of interorganizational systems ranges from the simple exchange of standardized messages to the integration of separate organizationally-based hardware and software components. The dissertation considers the characteristics of Automated Information Sharing Systems (IS*s) with a view toward developing classification schema and predicting issues of relevance to organizations and society arising from IS* development and evolution. Development of IS*s may be examined from a variety of perspectives including participation incentives and objectives as well as structural, growth and technical characteristics. Each of these is investigated by the analysis of actual case studies representing current and prototype IS* implementations. The output of the initial investigatory process is a set of representative taxonomies which may be used to classify and categorize IS*s. The primary taxonomic scheme, participation levels, represents categorization of IS*s on two bases: operational/technical characteristics and strategic utilization potentialities. Application taxonomies, interchange objective and interchange type, are also developed to provide a foundation for assessing the underlying characteristics of interchange prior to determining appropriate IS* application features. In this way, the thesis presents fundamental concepts for continuing research into the development and potential impact of IS*s.
Presented to the Department of Information Systems University of the Witwatersrand in partial fulfilment of the requirements for the Master of Commerce Degree in Information Systems / The need for Information Systems (IS) professionals to communicate effectively has been identified as one of the key issues of IS management in the 1990s. The communication gap between IS professionals and other personnel in organisations has been well documented and studies have shown that appropriate training can improve communication skills. The objective of this research was to establish what constitutes effective communication skills training and to produce a guideline which IS managers and trainers could use to address this problem. The major finding of this research was that IS personnel do not perceive themselves to be poor communicators despite the fact that many studies have shown that there is need for improvement. This shows that there seems to be a gap between what is expected of IS personnel and their own perceptions of their communication abilities. In order for change to take place, IS Personnel need to be aware of their shortcomings and organisations need to get more involved. Managers can facilitate the process by communicating the need for improvement to their employees and can demonstrate their commitment by recommending appropriate training. / Andrew Chakane 2018
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Thesis (M.S.) -- University of Portland, 2008. / Title from PDF t.p. (viewed on Sept. 23, 2008).
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