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Gives pieces of advice to executives on how to implement a strategic change in a business enterprise. Restoration of trust; Importance of opening communications with employees; Alignment of corporate goals with individual incentives.

Discusses ways in which listening, recognition and rewards will motivate supervisors as well as the employees that they supervise. Potential conflict and stress that come with the role of the supervisor/foreman; Requirement of considerable interpersonal skills and technical competence; Importance of actively soliciting information. INSET: How Management Can Give Supervisors Recognition.

Discusses the value of assertiveness in the interpersonal communication aspect of management. Comparison of passive, aggressive and assertive behavior patterns; Fundamental assumptions that serve as basis for assertiveness; Policy implications on management.

Focuses on the role of a manager's memo as an instrument for managerial power. Basic elements of a memorandum; Types of memoranda illustrating the differences between managerial and professional or technical responsibilities in most organizations; Manager's purpose in communicating frequently; Focus of managerial communication.

Provides guidelines for managers on how to increase his or her influence through effective communication. Two skills important in interpersonal competence; Steps in making an influential script; Nonverbal signals that relate strongly to influential self-expression; Active listening skills. INSETS: Model of Influential Script;Use of Influential Communication Skills and Active Listening....

Discusses findings of a survey, commissioned by the `Barron's business weekly, showing a lack of effective leadership of corporations and the financial community in explaining and defending capital formation as vital component for national economic growth. Percentage of respondents belief that American corporations have done a poor job of communicating with the media; Failure of corporations to get their message across to other important groups in the society; Differences among corporate officers about specific investor relations priorities. INSET: Advice for the honest.

Discusses the managerial productivity and communication training program of U.S. firm Oneida Ltd. Encouragement of one-on-one discussions between managers and their supervisors and subordinates; Linking of training in basic communication skills with other management practices; Performance appraisal strategy.

Provides guidelines to keep upward communications channels open in the corporation. Factors impending upward communications; Inclusion of staff specialists in discussions; Use of junior executive boards; Use of employee attitude surveys and management audits.

Reports on the developments in management, compiled as of February 1979. Evidence that executives don't read enough to keep abreast of news or business trends; Role of executives in preventing an office revolution; Approaches to dealing with the problem of corporate communications on social issues. INSET: America the marketplace.

Advises managers on how to communicate effectively with subordinates. Consequences of using impoverished forms of language; Effects of using language as a means to avoid or obfuscate difficult issues; Example of a deficient labor relations strategy; Effects of vagueness in speech; Need to develop valid and usual information.

Presents recommendations for workers on improving their relations with their superiors or bosses. Inclusion of the need to make sure that the boss understands what an employee is trying to do; Danger of underrating the boss; Communication to the boss of one's ideas and objectives.

Develops a communications framework for interviewing. Problems experienced by an interviewer; Requirements of good information; Problems in communication; Factors that inhibit and facilitate communication; Factors that promote the exchange of information.

Part II. Discusses the barriers to successful communication in management. Reasons why messages are not received, misunderstood or not acknowledged; Macrobarriers and microbarriers to good communications.

Part I. Explores barriers to successful communication in business management. Increase in the need for information; Value of communication; Language complexity.

Discusses the use of a task force of nonspecialists to improve employee communication at Bank of America. Uses of computer technology; Bank's internal communication practices; Analysis of communication structure and programs; Importance of upward communications to management and horizontal communication channels.

Offers advice to executives in the United States whose companies are facing a union organizing campaign. Mistake that comes with inaction; Focus of management's communications with employees; Union's tactics; Questions employees should ask union organizers; Rules on face-to-face meetings; Election.

Explains how multinational corporations (MNC) should manage their public relations to profit from their domestic mistakes and avoid on the international plane the kind of conflict and debilitating acrimony that besets them at home. Belief that MNC is the economic wave of the future; Need to curb the autonomy of the multinational through some system of regulation; Audit of public relations assets and liabilities.

Explains the major facets of communication and how managers can communicate well. Verbalization; Definitions and conventions; Communication for control; Silent or body language; Communication that leads to sharing, cross-verifying and filling out experience; Development of listening skills and self-confidence; Preparation for new or stressful situations; Variation of style.

Focuses on a study by the American Management Association (AMA) which reveals that companies are not communicating their mission, vision and values as well as possible. Claim by executives that communications was one of their top business priorities; Gaps and discontinuities in the foundation for effective communication; Over-reliance on technology. INSETS: Workbook.;Briefcase..

Focuses on the use of corporate sponsorships as a communication vehicle in the field of business. Benefits gained from sponsorships; Value of sponsorships; Relationship between a company's effectiveness in maximizing its visibility and the exposure the event receives; Experiences of companies with corporate sponsorships.

Describes an approach adopted in a Riverside County, California, plant to improve communication between management and employees. Previous methods of communication between plant managers and employees; Problems in communication addressed by the strategy; Keys to the effectiveness of the communication program.

Provides tips on how managers can help their firms overcome resistance to business changes. Promotion of a real understanding of business changes; Adoption of a positive attitude towards innovation; Greater employee participation in the process of business changes.

Summarizes business management articles, as of August, 1972. 'Getting Through the Communications Blizzard,' published in 'Nation's Business'; 'How to Shop for Software,' from 'Business Automation'; 'Beware Liability Rabbit Punch-It's Deadly,' from 'Iron Age.'

Discusses key issues relevant to communication in management. Range of techniques to get the company message across to employees and promote productivity; Impact of trade-unions on employee communications programs; Policy implications on management.

Discusses the value of glyphs as a communications and marketing tool of universal appeal in management. Role of a visual image as a distinguishing characteristic of companies; Types of glyphs; Policy implications on management.

Examines the role of executive rap sessions in maintaining communications between top management and lower level employees. Presence of supervisors as not recommended; Responsibility of analyzing problem areas for section's top management.

Provides executives advice on time management. Helpful traits in wisely using time; Negative traits; Planning and setting objectives; Deciding what to work on; Tips on scheduling; Benefits of delegating authority and mastery of communication, paperwork, meetings and committees.

Suggests ways on how executives can establish an open relationship with their subordinates. Importance of upward communications; Factors that prevent employees to reveal their real feelings and opinions; Executives' need to understand the factors that lead subordinates to distort upward communications.

Details how to develop programmed communication, a way to communicate large amounts of information to large numbers of people over a brief period of time. Need to bring together two labor relations experts; Writing of the program. INSETS: SAMPLE OF PROGRAMMED COMMUNICATION DOCUMENT;ACTION PROGRAM DESIGN.

Discusses how to cope with the identity-denying feature of large organizations that results, in part, from the nonindividual character of communications. Importance of effective communication in both human and financial terms; Characteristics of persons likely to become effective focal points of relationships.

Discusses the need for managers to control and monitor his programs while they are being carried out. Features of a concept called closed-loop management control; Issues overlooked in management information systems; Description of a closed-loop system; Adoption of McDonnell Douglas Corp. and Variant Associates of Target Review and Adjustment for Continuous Control developed by Cresap.

Offers advice to companies on how to successfully introduce electronic data processing. Communication with employees; Launching a study; Details a feasibility study should include; Equipment selection; Selection of personnel, coordinator and project teams; Participation of auditors.

Discusses the extent to which the top executives of a company should be accessible to employees. Inadequacy of good faith in some cases if a corporation executive agrees to answer an employee's inquiry; Ways in which material prepared by professional editors may be susceptible to misinterpretation by laymen; Recommendation of assisting employees in obtaining information from official sources.

Discusses key issues relevant to communication in management in the U.S. Disadvantages of limiting communication to written statements not accompanied by other means of explanation; Importance of effectively communicating a firm's business policies to employees; Policy implications on personnel management.

Discusses factors that contribute to the successful management of industrial innovation. Creation of formal channels of communication among marketing, manufacturing and research and development personnel; Use of matrix approach; Elements that need to consider in a planning research; Need to rank personnel to develop a proper mix of inventors and idea developers.

Discusses the human element of mergers. Resolving of alarm over a merger; Need for a good communication strategy. INSET: EMPLOYEES' QUESTIONS NEED ANSWERS.

Focuses on the importance of listening in business management. Impact of programmed responses on business relations; Ways of dealing with stubborn or unreachable co-workers.

Examines key issues and developments relevant to marketing and communication in management. Strategies for marketing and business communication; Factors influencing corporate decisions for marketing; Implications for management and business and strategic planning.

Describes how the top management of Nabisco Inc. promotes equal employment opportunity programs to senior executives. Program design that enabled managers to meet the established training objectives; Requirement for flexibility; Media usage; Leadership skills; Participant involvement; Stereotypes and attitudes; Reactions in the field.

Discusses the important aspects of role communication in management. External pressures; Alteration of role; Perception and response to each other's roles; Steps in role communication.

Discusses steps that managers need to consider to improve the effectiveness of meetings. Recognition of the importance of meetings; Provision of an opportunity to exchange information; Ways in which meetings offer the leader an opportunity to affirm his or her role through demonstrating leadership. INSET: CURSING THE MEETINGS BLUES.

Focuses on issues related to communication in management. Reasons why communication breakdowns occur in employer-employee relations; Respect for self-esteem; Breakdown in communication due to a supervisor's unresponsiveness to the workers' day-to-day problems.

Discusses key issues relevant to communication in management in the U.S. Impact of greater employee participation on job performance; Factors behind the trend towards greater transparency in business; Policy implications on personnel management.

Presents an article condensed from the July 1972 issue of the journal 'International Management,' about how to tell a superior about flaws in his or her ideas. Inclusion of the benefits of keeping quiet until the moment that input is needed; Importance of citing specific weaknesses in the idea.

Focuses on the practicability of job enrichment. Examples of enrichment efforts; Factors contributing to the failure of most job enrichment programs; Shift of inspection responsibility to the workers themselves; Objective in making union representatives join salesmen in sales calls and sit in on a management course.

Focuses on management information systems (MIS). Description of the MIS strategy; Need for the total MIS system to control and support operations in the manufacturing, distribution, marketing, financial and logistic areas; Management assistance that should be provided by MIS.

Discusses how the corporate management team can develop a direct communication with the press in order to improve understanding on both sides and allow management to control its corporate information flow. Need to schedule off-the-record briefings in order to humanize the company and familiarize the press with the management team; Preparation of topic outlines for discussion.

Discusses the strategy that Pre Finish Metals Inc. of Elk Grove Villiage, Illinois, employs to maintain communication between its executives on three areas of management concern. Profitability; Quality control; Customer relations.

Discusses the communication problem encountered by bosses. Kinds of reactions of bosses in receiving distorted messages; Actions a boss can take in situations where messages are frequently distorted.

Describes the 'team briefings' concept that is improving communications in British firms. Key characteristics; Matters generally communicated; Involvement of trade unions.