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The magnitude that communication has acquired today explains, to a large extent, the development experienced by communication offices. Any organization of any kind needs an organizational structure that optimally manages its relations with its relational universe, both externally and internally. This research aims to find out what the current panorama of communication departments is in Andalucía --territorially, one of the largest autonomous communities of Spain-- and to discover how it has evolved in the first two decades of the 21st century, taking into account the public, private and social sectors. The results show a generalized growth in the number of communication offices in all provinces and in all sectors, especially those of local administrations, as well as communication companies and social organizations, which have tripled in the last century. In addition to significant changes in the digitalization of communication. Now, Andalucian organizations, in addition to having a website, have profiles on the main social networks. [ABSTRACT FROM AUTHOR]

The aim of this study is to investigate the relationship between perceived communication and career management of employees working at various levels in different sectors in Turkey in terms of demographic variables. The research covers 260 employees working in the public and private sectors in Istanbul. Results showed that employees' perceived communication barriers have a significant negative and weak correlation with career management and also regression analysis indicated the same results. Further, differences were reported for participants' age and work experience in terms of perceived career management and no significant differences were found for the other demographic variables in terms of employee communication barriers and career management. Based on the findings, it is suggested that to increase the positive perceptions of career management of employees, communication barriers should be eliminated and organizational communication effectiveness should be improved. [ABSTRACT FROM AUTHOR]

The development of technologies, organizational changes and the COVID-19 pandemic have caused a significant increase in the use of remote work modalities. The objective of this research was to evaluate the working conditions of remote work modalities in Cuba. The telework/remote work questionnaire was applied to a total of 28,026 s and managers. The working conditions were valued positively teleworker and remote worker, and managers, elements related to: the clarity of the objectives to be achieved, the deadlines for completing their tasks and adequate communication with co-workers and managers stand out. The main difficulties with working conditions are associated with limitations in the speed and stability of the Internet connection, and access to the necessary computer means provided by labor organizations. Significant differences are evident in all working conditions with the exception of communication between bosses, and teleworker and remote worker [ABSTRACT FROM AUTHOR]

Both academic literature and industry reports agree that female talent has made a major entrance into the professional field of communication, becoming a majority in specific disciplines such as public relations. However, in the same way, the dilemma remains that this pre-eminence in quantitative terms is not maintained when it comes to the composition of the top management of organizations dedicated to communication. This situation has been confirmed in journalism (Peña-Fernández et al., 2022), advertising (Alvarado-López y Martín-García, 2020) and public relations (Topić et al., 2020), although the latter has a higher proportion of women in its workforce (Smith, 2006; Tench y Topić, 2017). As Tench (2020) accurately points out, the problem could be found in the lack of power of women professionals within their organizations. This research has set out to analyze the interviews published by the specialized communication media Dircomfidencial from January 2018 to October 2022. The research applied content analysis as a technique because it allows the quantification of the characteristics of a message (Neuendorf, 2017) and has proven its effectiveness in media products (MacNamara, 2018). The variables collected through content analysis were the date of publication of the interview, the gender of the person interviewed (male/female) and the position held. The roles were taxonomized into four categories: CEO, Country or departmental manager, Journalist and Dircom. Moreover, automatic text analysis was applied to the interviews conducted with both male and female communication directors applying the ADELEX Analyser software. The content analysis has confirmed that in the positions of maximum responsibility most interviewees were men leaving only 28.5% of women interviewed. Worse results were obtained in the category of area or regional manager with only 13.3% of women interviewed. These data confirm, and even worsen, those obtained by the GENDERCOM (Moreno et al., 2018) report according to which there is a glass ceiling that translates into a 7 to 3 ratio between men and women in management positions in communication organizations. On the other hand, it was found that there is no time trend that would suggest an increase in the number of interviews with women. However, a relevant finding was that in the communication management position there was parity in the number of interviews between men and women, indirectly confirming data from the Topcomunicación website. In addition, it could be seen that the importance of the companies in which the communication managers performed their functions were at the same level regardless of whether they were men or women. Specifically, the female directors interviewed worked in two IBEX 35 companies, one in the French CAC 40 and one in the NIKKEI 225. In the case of the men, they were communication directors in two IBEX 35 companies and one in the CAC 40. This phenomenon would account not only for the relevant position of women professionals at the top of communication management, but also for their significant visibility. On the other hand, the automatic analysis of texts showed differences between genders with respect to the content of the interviews with communication directors. The concepts with the greatest presence in the interviews with female communication directors were related to social aspects. However, in the case of male communication directors, concepts related to the strategic management of the organizations in which they worked appeared in the majority of cases. This result, despite the limitations of the study, opens a new avenue for research into the added value that female communication directors can offer. [ABSTRACT FROM AUTHOR]

This paper aims to determine the role of relational coordination among employees in improving the performance efficiency in relation to unit-level performance in the banking sector of Pakistan. Underpinning on relational coordination theory, this paper examines the relationships between various Human Resources (HRM) practices in predicting relational coordination that affects unit-level performance in highly interdependent work settings. This research has been conducted in the banking sector of Pakistan. Employees' perceptions about the extent of seven identical HRM practices and relational coordination are obtained through a personally administered survey in 218 sample branches. Utilizing hierarchical regression, empirical evidence indicate that various HRM practices have different effects in predicting relational coordination in terms of communication and relationship ties among bank branches. Results show that both communication and relationship ties of relational coordination are significantly related to branch level deposits, advances and overall profitability. These findings provide novel contributions to HRM and performance literature, suggesting what needs to be done in terms of HRM practices that can result in improving the potential of enhancing communication and relational ties of relational coordination among employees. This study concludes that a coordinated approach to HRM practices and relational coordination on the part of bank's HRM department to liaison with branch management and develop better levels of communication and relational ties that would ultimately lead to higher performance. [ABSTRACT FROM AUTHOR]