Summary in Chinese. / Thesis (M.B.A.)--The Chinese University of Hong Kong. / Includes bibliographies.

Thesis (M.A.(Communication Management))--University of Pretoria, 2001. / Available on the Internet via the Wold Wide Web.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1975. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

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.

Organizations are downsizing, challenging their employees to "do more with less." Projects teams and work groups being formed to accomplish this goal are being supported with a new type of technology called Group Support Systems (GSS). This research was concerned with determining the major factors that affect the diffusion of GSS in organizations. GroupSystems (GS) is the GSS that was researched. A survey methodology was used to collect data. The model for this research was developed from existing models in diffusion research, from prior MIS research on GroupSystems, and from prior MIS implementation research. The following independent variables were analyzed: the role of the internal champion, the role of the facilitator, average size of the work groups and the percentage of work that was handled by each work group, hourly charge for using GS, total amount of money invested in the technology, and the role of communication channels within the organization. The data were analyzed through four different regressions, with the same results being obtained each time. Significant relationships were found for the size of work groups, the hourly charge rate, and the amount spent on the technology; findings for the role of the facilitator were partially significant. The final regression was significant at the p<.001 level and accounted for over 58% of the model.

This study examined situational and individual difference variables that impact message strategy selection in superior-subordinate influence attempts. The study predicted and found a significant interaction between other benefit and concern for people. The results indicate that employee-oriented subjects are more un willing to employ aggressive strategies when compliance does not benefit the target. In addition, the study predicted and found a significant interaction between the type of relationship between superior and subordinates and concern for task. Results obtained suggesting that task-oriented subjects use more aggressive strategies when attempting to gain compliance from employees in noninterpersonal relationships only. Females reported a greater degree of concern for people than males and more un willingness to employ verbally aggressive strategies. This supports the conclusion that females may be more empathic than males, resulting in an unwillingness to employ strategies that may be perceived as lacking in concern for other's feelings.

Thesis (Ph.D.)--University of Nebraska-Lincoln, 2006. / Title from title screen (site viewed on Feb. 8, 2007). PDF text: 143 p. : ill. UMI publication number: AAT 3216415. Includes bibliographical references. Also available in microfilm and microfiche format.

Thesis (M.A.)--Michigan State University, 2007. / Adviser: Yoonhyeung Choi. Includes bibliographical references.

Not available

Thesis (M.S.)--University of Akron, School of Communication, 2006. / "May, 2006." Title from electronic thesis title page (viewed 11/28/2007) Advisor, Carolyn Anderson; Faculty readers, Andrew Rancer, Heather Walter; School Director, Dudley Turner; Dean of the College, James Lynn; Dean of the Graduate School, George R. Newkome. Includes bibliographical references.