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The article discusses how industrial engineers can use their project management skills in church communities. Topics include how project management's focus on teamwork and diverse groups with various skill sets can benefit church projects, how project management can be used to increase profit in the case of corporations or service in the case of nonprofits such as churches, and the importance of communication.

The article examines the importance of promoting employees with strong managerial skills and the interests of the company in mind over those who are only perceived to do good work. It presents a case study of a project manager who executed five projects successfully, but was passed over for a managerial position for a less qualified candidate because one of his projects went over budget, creating tension between him and his new superior. Topics discussed include why one project's budget should not be indicative of a candidate's job skills, the importance of positive communication in a work environment, and how organizations can change performance measures to determine employees' worth. INSET: PERFORMANCE EVALUATION OR MAXIMIZING PERFORMANCE?.

The author examines how dashboard metrics can cause a disconnect between customers and vendors and lead to mutual dissatisfaction. When customers and vendors use two sets of dashboard metrics, as in the shipping industry if the shipping company measures release date and the customer measures delivery date, the line of communication can be broken, which leads to inefficient business relationships. Topics include how adding relationship and business strategy metrics to management dashboards can help business relations, the benefit of dashboards to account management, and the importance of communication on all business levels.

The article discusses virtual commerce and the management of deliverables through communication, people, and risk management (CPR) plans. Topics include virtual communication between team members, stakeholders including consumers, business partners, and members of the press, and the complex dissemination of information in virtual space. Risk management techniques including transference, mitigation, and withdrawal are discussed. According to the article, team-oriented management should incorporate feedback loops, measurement, and scheduled interpersonal or virtual progress meetings. INSET: BUTTING HEAD REMOVAL.

The article considers communication in stock car racing of the organization NASCAR as an example of communication in production management. The extensive communications prior to and during a stock car racing among members of a NASCAR racing team are discussed, particularly communication between the stock car driver and the pit crew chief directing the team. The imprecise and brief nature of oral communication during a race is noted as a source of inefficiency. The use of a communications density report (CDR), a statistical analysis of communications during a stock car race, is suggested as a means of improving stock car performance.

The article looks at teaching methods that demonstrate the importance of communication and interpersonal issues in industrial engineering. Particular focus is given to a program at the Interpersonal Skills Teaching Centre at Ryerson University in Ontario, Canada that uses actors to create live simulations of typical work situations and issues. The "Gaining Buy-in for HF" industrial ergonomic simulation explores the human factor communications necessary for incorporating ergonomics into development processes at a fictitious company in order to improve its employee performance, safety, and morale.

The article discusses the significance of information technology-quick-scan method (IT-QSM) in helping Information Technology (IT) experts analyze the role of IT in a smaller enterprise and in developing recommendations for improving its use in New Zealand and Colombia. It states that IT-QSM is an effective method for evaluating IT use in SMEs and provides an additional unexpected benefit for managers. Moreover, IT-QSM is effective in recommending technology solutions for management and strategic problems, but less effective in suggesting technological improvements for operational problems.

The article discusses the use of lean manufacturing for the management and effectiveness of communication with customers. It cites that customer satisfaction from internal and external customers is obtained through the application of lean manufacturing upon working with product and service providers. It presents the variety of options available for the mode of communication to customers, including oral communications as the popular mode, written communication, and physical communication. It explains the importance of dealing with cognitive dissonance, in which it introduces the four customer communication including awareness, appreciation, application, and applause.

These days, your organization is facing more changes than ever before - and having less time to deal with the new reality. Yet the cascade of staffing, cultural, technological and operational changes can result in change fatigue. If you're going to make change management a competitive advantage, you're going to have to take care of your teams and yourself. It also doesn't hurt to hire the right people, reduce job descriptions and develop a communications plan. [ABSTRACT FROM AUTHOR]

The article discusses the five Ws relevant to communication in business in the U.S. It highlights the importance of communication to influence the overall performance of a team. The need for every team members to be aware of who is responsible for team communication, what information must be communicated, where it is best communicated, when it is most appropriately communicated and why this entire process must be considered is also emphasized.

Presents information on communication in orgnizational management. Information ont the chains of communication in organizations; Benefits of a communication network; Significance of communication to executives.

The article discusses the process for overcoming objections to new ideas and organizational change, based on the approach of Rain Group president Mike Shultz. Topics discussed include common mistakes when it comes to dealing with objectors, reasons why all objections should be addressed to objectors' satisfaction, and the importance of carefully listening to the objectors.

Discusses the importance of managing communication networks across an organization for efficient flow of information. Difference between message strategies and communication networks; Basic network systems that operate within an organization; Problems related to informal routes of information; Policies for efficient 'grapevine' management.

Focuses on the importance of managerial communications at firms in the U.S. Levels of communications; Development of commonness among employees; Impact of communication to the performance of workers.

Focuses on the importance of communication in the management system. Context of management system; Role of communication in management system; Requirements for effective communication in the management system.

Focuses on the negative implications of miscommunication among organizational communicators in terms of time, money, material and human resources. Mistaken assumptions about communication that lead to the problem of misinterpretation; Consequences of pursuing a pipeline approach to communication that is closed and ineffective in nature; Guidelines that can help prevent miscommunication.

Focuses on the importance of communication in the workplace in the U.S. Performance of preventive maintenance; Responsibility of the supervisor to orient employees about the job; Feedback of the initial performance of the employees.

The article discusses a McMuster University study which showed that cutting middle managers jeopardizes company productivity more than it saves costs. Middle managers act as front-line communicators with employees. One-on-one social exchanges between bosses and their workers have a real impact on employee productivity, behavior and commitment.

Part I. Focuses on the effectivity of technology transfer in a culturally diverse environment. Composition of entrants to the work force by the year 2000; Communication barriers in business and industry; Limitation of cultural misunderstanding through effective communication; Dependence of technology transfer on communication; Key elements of personal communication styles.

Focuses on the staffing problem of companies. Effect of inadequate communication on employees; Behavior perpetuating poor communication; Importance of communication on determining employee function.

The article presents the author's insights concerning a manager's personality and management approach to clear communication. He says that a manager's personality or management style creates the environment in which the communion of minds is possible. Moreover, he outlines various styles of managers including the hurried manager, the strong and silent manager, and the authoritarian manager.

Reflects on the importance of communication in changing the non-productive behaviors of people. Benefits from writing, speaking and sharing thoughts; Importance of social interaction in solving problems either personal or professional; Requirement for leadership in the behavioral change process.

Discusses issues concerning delegation of work and management communication. Difference between assignment and delegation; Factors to consider about communication between managers and direct reports; Use of feedback in management communication.

Argues that a management culture that discourages open communication could have been partly responsible for the U.S. National Aeronautics and Space Administration (NASA) sending the Hubble Space Telescope (HST) into orbit with a flawed mirror. Results of the HST Optical Systems Board of Investigation's query into the telescope's problem; Assertions made by NASA engineers regarding the management culture in the agency.

Discusses how effective management of the communication in a group meeting can increase efficiency, promote creativity and increase participants' feelings of accomplishment. Problems tied to the kind of communication permitted by the group leader; Features of the Nominal Group Technique.