by Ho King Leung. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 96-111). / Abstract also in Chinese. / ABSTRACT (IN ENGLISH) --- p.i / ABSTRACT (IN CHINESE) --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / LIST OF FIGURES --- p.viii / ACKNOWLEDGMENT --- p.ix / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Overview: Issues and Problems --- p.1 / Importance of the Study --- p.2 / Chapter II. --- REVIEW OF LITERATURE --- p.5 / Predominant Perspectives of Parent-subsidiary Research --- p.5 / Functionalist Approach --- p.6 / Configuration/Coordination Framework --- p.7 / Strategic Process Control Approach --- p.8 / Subsidiary Strategy and Development Approach --- p.9 / Summary --- p.10 / The Importance of the Parent-subsidiary Relationship Effectiveness --- p.11 / Heritage of Organizational Communication --- p.13 / Classical Mechanistic Approach --- p.14 / Decision/Information Processing Approach --- p.14 / Human Relations Approach --- p.14 / General Systems Approach --- p.15 / Summary --- p.16 / The Role of Electronic Medium in Parent-subsidiary Communication --- p.16 / Facets of Parent-subsidiary Communication --- p.19 / Communication Frequency --- p.20 / Communication Quality --- p.21 / Feedback --- p.21 / Openness --- p.22 / Content Coerciveness --- p.23 / Chapter III. --- MODEL DEVELOPMENT --- p.25 / Centralization/Subsidiary Autonomy --- p.26 / Formalization --- p.28 / Norms of Information Sharing --- p.30 / Parent-subsidiary Relationship Effectiveness --- p.32 / Chapter IV. --- DATA AND METHODOLOGY --- p.35 / Study Context and Research Design --- p.35 / Sample and Sampling Procedures --- p.36 / Questionnaire Design and Measurement Scales --- p.38 / Measurement Scales of Endogenous Variables --- p.39 / Measurement Scales of Exogenous Variables --- p.41 / Control Variables --- p.42 / Measure Validation Procedure --- p.43 / Chapter V. --- DATA ANALYSIS AND RESULTS --- p.45 / Data Analysis Strategies --- p.45 / Tests of Hypotheses --- p.46 / Direct Effects on Communication Frequency and Quality --- p.46 / Predictors of the Effectiveness of Parent-subsidiary --- p.46 / Relationship --- p.48 / Communication Quality as a Mediator --- p.48 / Contingent Effects --- p.50 / Chapter VI. --- DISCUSSION AND CONCLUSION --- p.52 / Discussion --- p.52 / Theoretical Contributions --- p.57 / Managerial Implications --- p.60 / Limitations of this Research and Directions for Future Research --- p.62 / Conclusion --- p.64 / TABLE 1-23 --- p.65 / FIGURE 1-4 --- p.92 / BIBLIOGRAPHY --- p.96 / APPENDICES --- p.112 / APPENDIX I. An Introduction Letter --- p.112 / APPENDIX II. Project Summary --- p.113 / APPENDIX III. Questionnaire --- p.114

Intraorganisational communication and its integration in the organisation is increasingly being recognised as a fundamental contributor to organisational success and needs to be prioritised as a strategic priority. In light of the contribution that intraorganisational communication can make, the measurement of its effectiveness, especially in relation to its integration, is critical. As such, a measurement instrument that measures the integration of intraorganisational communication would enable organisations to improve such integration of intraorganisational communication from a holistic perspective. In the context of this research the Communication Audit provides the framework for the measurement of intraorganisational communication and its integration and endeavours to establish whether the Communication Audit can measure the integration of communication / Communication Science / M.A. (Organisational Communication)

In this study intelligence is perceived as a primary variable in explaining the needs, motivations and behaviour of individuals in society in general, and in the organisation specifically. A distinction is made between IQ, which is perceived as a rational intelligence that has its roots in Newtonian physics, EQ, which is perceived as an adaptive and emotional intelligence that enables an individual to adapt to changing circumstances, and SQ, which is perceived as a spiritual intelligence that enables an individual to recontextualise a situation towards a meaningful and holistic experience. It is argued that changes and developments in society during the 20th and 21st centuries can be related to a growing awareness and understanding of intelligence in society from IQ to SQ. This argument is supported by various discussions regarding different time periods from the 20th century to the 21st century, and societal members¡¦ reactions to changes in the environment during these time periods. It is also maintained that changes in society impact significantly on the organisation since the employee is a member of both society and the organisation. As such, any changes in the needs, motivations and behaviour of societal members will also reflect in the organisation. Based on an in-depth literature review, and descriptive, explanatory and exploratory descriptions in this study, it is maintained from the results obtained in Chapter 4 regarding the SQ-needs and motivations of the new employee that organisational management need to recognise the spiritual-related intelligence behind the changing needs and motivations of the new employee as meaning-seeking individual. This is especially important as a means of merging the SQ-needs and behaviour of employees, thus limiting the occurrence of anomie, conflict and workplace resistance in the organisation. The argument of this study is that the manner in which most organisational and managerial practices, communication, and employees, are approached in the modern organisation, is unable to provide meaning or purpose. It is argued that it is not through the process of control, prediction or mere adaptation to a changing environment, but through an emergence into a ¡¥new reality¡¦ that meaning is established. This emergence into a new reality requires a spiritual intelligent leadership approach through which the SQ-needs and motivations of the new employee can be addressed. Most important is that organisations need to provide a channel for employees through which they can express newly acquired values, needs and motivations, such as a well-defined and well-developed communication system. Zohar (1997) argues that the most effective means of recognising and implementing SQ in the organisation would be through the process of communication. A point of departure in meeting the needs and motivations of the new employee would therefore be through the process of spiritual intelligent communication in which the sender (manager or leader) recognises the meaning-seeking needs and motivations of the receiver (employee) to such an extent that they can both negotiate a shared meaning regarding organisational practices due to a new understanding between them. The aim of this study is therefore to investigate such a communication model by exploring the need for a spiritual intelligent transactional model of organisational communication. Based on the new-found knowledge gained with regards to the application of SQ in the organisational context, this study has identified the following potential topics for future research: ,,X Empirical research could be conducted to test the viability of the proposed spiritual intelligent transactional model of organisational communication. ,,X SQ as a primary and determinant variable in organisational behaviour, employee or managerial development, and organisational success, can be researched. ,,X Further research studies can be conducted to determine the SQ-related needs of employees in large and small organisations. Studies like these could contribute significantly to methods and means of addressing the growing problems of anomie, poor management and communication practices, conflict, and resistance in the modern organisation. / Communication Science / D. Litt. et Phil.(Communication)

M.Inf. / This study was conducted within the context of human resources management. The empirical investigation involved nine provincial library and information services. A questionnaire was sent to nine directors with the purpose of investigating how provincial library services have changed to accommodate needs of diverse human resources. The aims of the research were to explore the perceptions managers have on differences brought by diverse cultural backgrounds, and how they have aligned management practices to suit the changed needs. It was found from the empirical research that most of the managers are aware of the changes that have to take place, but very little has been done to address changes in a constructive, organised manner. Recommendations are made on specific areas that need to be addressed, with a view to efficiently manage employees who come from different cultural backgrounds.

A research report submitted to the Faculty of Business Administration, University of the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for Degree of Master of Management. / The concept of storytelling and management / organisation throughout the World has been intensively researched in recent years. For instance, Blunt and Jones, 1991; Lessem, 1989, 1993, 1994; Christie, 1993; Chown, 1994; Mbigi, 1993; Zemke, 1990; O'Reilly. 1985; Wilkins, 1984 and many more, have made a significant contribution towards storytelling and management. This report was aimed at providing a partial answer to the following question: "At the level of management style or in their technique, are South African managers inspired storytellers or detached analysts?" The fundamental aim was to establish whether storytelling forms an important part of the South African manager' s leadership repertoire. In conjunction with this aim, the proposition made by Lessem (1994) that storytelling competence is an important subset of communal management, was tested. Propositions for this research were as follows: Storytelling is an important competency for South African managers. • Storytelling is used consciously by South African managers to achieve specific aims. • South African managers can identify the characteristics of good, healthy stories and good storytellers in organisations. • South African managers can identify specific examples ·of stories used in their own organisations. • South African managers can identify other managers who use storytelling as part of their leadership repertoire. The research was confined to organisations operating within the PWV boundaries. the method of "snowball" sampling was utilised to collect the data, whereby telephonic contact was made with individual members of' executive teams in organisations. These individual managers were asked if they could identify any persons within the executive team whom they would characterise as using stories as part of their leadership repertoire. (Abbreviation abstract) / Andrew Chakane 2019

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

Thesis (M.S. in civil engineering)--Washington State University, December 2009. / Title from PDF title page (viewed on Jan. 15, 2010). "Department of Civil and Environmental Engineering." Includes bibliographical references (p. [9-10]).

Thesis (M.A.)--Miami University, Dept. of Speech Communication, 2003. / Title from first page of PDF document. Document formatted into pages; contains iii, 42 p. Includes bibliographical references (p. 32-35).

No description available.

This Q study revealed how dominant coalition members of an Indianapolis, Ind. —based non-profit organization approached and interpreted problems within a strategic management process — a necessary area to study in pubic relations considering the dearth of research of internal publics within the field.The same forty-eight statement Q sort was used in two time periods to track movement of communication behavior among members: a pre-sort before the process and a post-sort at the end.Using a public relations theory, the situational theory of publics, as a framework, the Q sort was aligned with the theory's dependent variables of active and passive communication behavior. The data from the completed Q sorts was then entered into the PQMethod software. Four factors were identified in the pre-sort, and two factors were identified in the post-sort.Findings indicate that the four pre-sort groups lacked consensus in their behavior on how to approach problems. However, the two post-sort groups exhibited a change in behavior, showing consistency in their interpretation of problems. In the context of this research, dominant coalition members can be segmented by their communication behavior, not just by their positions inside an organization. / Department of Journalism