This qualitative study explored the communicative strategies used by employees for discussing diversity and diversity initiatives in the workplace. The study also examined employees' definitions of diversity and the effectiveness of diversity efforts within the organization. Self-directed focus groups of employees within an organization were used to collect data. Four groups were composed of employees based on designated diversity characteristics: White male, Black female, White female, and workers over 50. This study served to bridge the gap between diversity and organizational communication literature. Thematic interpretive analysis was guided by theories of the discursive construction of prejudice and co-cultural communication. Identified strategies were cross-checked with key informants in the organization to verify validity. Finally, the study discussed implications of findings for practice and for future research. / Department of Communication Studies

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This study examines the organisational culture of the Scottish Fire Service, and the political pressures for change emanating from the modernisation agenda of both the United Kingdom and Scottish Governments. Having completed a preliminary analysis of the Fire Service‟s culture, by examining the cultural history of the Scottish Fire Service and the process through which individuals are socialised into the Service, the study analyses the contemporary culture of the Service through research in three Scottish Fire Brigades. This research concludes that there is a clearly defined Fire Service culture, which is predicated on the operational task of fighting fire, based on strong teams and infused with masculinity at all levels. In these circumstances, the Service‟s cultural realities attempt to exclude women and are derisive in their regard for other more marginalised males. Following an analysis of Government driven imperatives for change, being applied to the Fire Service, it is further concluded that the resistance to change, evident within the cultural realities of the Service, can be defined as an attempt to defend one of the last bastions of male identification in the workplace.

This thesis investigates whether certain practices improve the use of video-mediated communication; specifically video-mediated gazing (the act of looking directly into the camera) and face-to-face familiarisation prior to video-mediated meetings. This is done through comparisons of conditions where such practices are employed and control conditions. The successful adoption of these practices is assessed using a multi-level approach: investigating the communicative process, participant perceptions and task outcome. Participant perceptions are directed towards assessing the media, assessing other participants using the media, perceptions of task performance and communicative success, and perceptions of social co-presence. In cases where task outcome is assessed, an objective measurement of performance is taken. Communicative process is assessed through investigating participants use of gazing behaviour and verbal aspects of process: for example turn length, dialogue length and the numper of interruptions. Verbal aspects of process are also measured using Conversational Games analysis, where the functions of participants' utterances are assessed. The results show that participants who gaze at the camera are perceived more favourably. Accompanying speech with video-mediated gazing also results in improved recall of information. Face-to-face familiarisation alters participant perceptions of others using the media and feelings of social co-presence. It is concluded that for certain applications (specifically social tasks) and with an appropriate level of training (specifically with the use of video-mediated gazing) the use of such strategies benefits video-mediated communication.

A popular approach to operating organizations in the 1990s is the implementation of work teams. The current literature offers little information on the use of performance management techniques in work team settings. This case study examined the effects of employing a performance improvement strategy on employee performance in a work team environment comprised of part-time graduate students. The performance improvement strategy included composing job descriptions, job aids (e.g., work organization charts), task request logs and posting weekly and monthly performance feedback. Improvements were observed in some aspects of team performance. Some of the improvement was due to task clarification and improved scheduling produced by the antecedent interventions. Performance feedback had little effect on measured performance but seemed to facilitate discussion and problem-solving.

M.Comm. / The word "culture" has many definitions and implications. Its nature is often difficult to define and hard to compress. It reflects how people think about their world and environment and how they make choices to survive within it. Most importantly, though, it mirrors the changes in mindset and growth of a specific group of people.

There has been a large growth in workplace wellness initiatives; however, use of fitness based health risk assessments (fHRAs) remains largely unexplored. I hypothesized that adding an fHRA to a physical activity counseling intervention (PAC+HRA) would greater increase physical activity levels compared to physical activity counseling alone (PAC). A 4 month, two- group quasi-experimental design was used to test this hypothesis. Over time, there was an increase in total, moderate to vigorous, and moderate physical activity ≥10-minute bouts. Self-Efficacy for Exercise increased and symptoms of depression decreased. Subgroup analysis of the PAC+HRA group found a significant improvement in overall fitness levels. Participants progressed to more advanced stages of change. In conclusion, PAC+HRA did not increase physical activity levels more than PAC. This is likely due to the characteristics of the counseling, fHRA, and outcome measurements. / October 2016

In the study of team-based organizations most of the research has focus on the internal make-up and structure of teams. Recently there has been more interest in the effects that environment has on teams. With this new focus Support Systems in organizations have become an area of interest. Examining the perceptions of workers with respect to support systems of organizations could give insight into performance. This study specifically examines the interaction between a team's shared perception of the support in their environment and the level of support in their environment. The interaction between the two does seem to have a strong relationship with perceived performance. How do the two concepts interact, and what does this mean for organizational designers? Both questions are discussed.

Using a manufacturing setting that is organized into self-managed teams, the current study identified and measured key leadership behaviors within the teams. Questions that were asked include: are some team leadership behaviors more critical to a team's level of functioning than other behaviors? and do successful self-managed teams rely on formal leadership to a lesser extent than members of less successful teams? These questions were asked in the context of leadership as a process, not an individual.

South Africa’s unique history has produced an organisational climate where race groups forcibly separated in the past, have to now work together in harmony. Limited interaction between the ethnic groups creates a culturally uninformed society where trust between groups is lacking. The objective of this study was to confirm the levels of collectivism for the different race groups, and to determine the relationship between collectivism, propensity to trust and in group trust. A survey was administered to a Business Unit of a South African petrochemical company. 387 responses were obtained from a sufficiently diverse sample. The results confirmed that blacks and Indians are more collectivistic than whites and coloureds. Collectivistic groups had a lower propensity to trust and higher in group trust. This research creates awareness regarding the different aspects of culture and the behaviours these cultural differences drive. Trust development must be approached with a culturally informed view.