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Using the lens of Communication Privacy Management (CPM) theory, this article examines communication between health care providers in the southern United States emergency department (ED) and patients who have experienced IPV. We qualitatively examine communicative challenges that COVID-19 protocols have created, as well as routine difficulties that occur when communicating with survivors of violence. The participants described challenges including: (1) Feeling uncertainty, (2) Encountering patient resistance, (3) Managing apathy and frustration, and (4) Navigating time pressure. Furthermore, the providers explained how COVID-19 compounded those challenges through: (1) Minimizing contact, (2) Losing nonverbal behavior, (3) Encountering limited resources, and (4) Facing visitor complications. This article extends CPM theory by exploring disclosure challenges related to IPV in health care settings during the COVID-19 pandemic including permeability, linkages, and privacy rules. It offers practical suggestions for increasing patient disclosure of IPV experiences. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of the study is to provide insights on the COVID-19 pandemic communication from the lessons learned by health communication executives—how they perceived the COVID-19 pandemic and recommend preparing for communication management of future public health crises. Design/methodology/approach: A number of top health communication executives in the United States, who worked in the healthcare industry for at least 25 years and held titles like director, president and chief strategist, were interviewed for their unique perspectives on the COVID-19 pandemic. This study used the contingency theory of strategic conflict management for qualitative deductive analysis of the following segmentations of key factors that drove organizational communication management decision making during the pandemic: organization characteristics, relationship characteristics, general external climate, external publics and the issue under question. Findings: Health communication executives heavily relied on their past health communication experiences, which led to nuanced understandings of the COVID-19 pandemic. Practically, the health communication executives urged future practitioners to constantly assess risks, hire and use diverse and representative decision-makers; set a communication protocol; and keep the communication in perspective. Theoretically, the contingency theory is furthered—there appears to be a theoretical linkage between the construct of general external climate and the construct of the external public. Originality/value: The unique perspectives of top health communication executives, based in the United States, provided in-depth insights on the COVID-19 pandemic—its nuances, challenges and main influences (e.g. political, racial, etc.). These takeaways and recommendations can be adapted by other organizations and future health communicators in other parts of the world. [ABSTRACT FROM AUTHOR]

The article discusses library leadership and provides reasons why some U.S. library leaders fail. Topics discussed include the failure of some library leaders to communicate their vision for success to library employees, the revealing of confidential information by library leaders, and library leaders' inability to make decisions.

Through a series of three inductive and deductive studies, I describe how spokespersons from the California cattle industry constructed and effectively used verbal accounts to manage perceptions of organizational legitimacy following controversial events. Findings of Study I suggest that organizational accounts are constructed by linking two forms of accounts: acknowledgments or denials, with two contents of accounts: references to institutional or technical characteristics of the organization. Findings of Studies 2 and 3 suggest that, in protecting organizational legitimacy (1) acknowledgments are more effective than denials, (2) references to institutionalized characteristics are more effective than references to technical characteristics, and (3) accounts combining acknowledgments with references to institutionalized characteristics are more effective than accounts with only one of these components. Effectiveness appears to depend on audiences' perceptions of the controversy, expertise in the area of controversy, and expectations of organizational responses. Overall, findings suggest that concepts from institutional and impression management theories may be combined to improve our understanding of organizational accounts and thus enhance models of symbolic management. [ABSTRACT FROM AUTHOR]

This study focuses on make-or-buy decisions as a paradigmatic problem for analyzing transaction costs. Hypotheses developed from Williamson's efficient boundaries framework were tested in a multiple-indicator structural equation model. The influence of transaction costs on decisions to make or buy components was assessed indirectly through the effects of supplier market competition and two types of uncertainty, volume and technological. In addition to transaction costs, the decisions were hypothesized to be predicted by both buyer production experience and the comparative production costs between buyer and supplier. The hypotheses were tested on a sample of make-or-buy decisions made in a division of a U.S. automobile company. The results show that comparative production costs are the strongest predictor of make-or-buy decisions and that both volume uncertainty and supplier market competition have small but significant effects. The findings are explained in terms of the complexity of the components and the potential pattern of communication and influence among managers responsible for making the decisions. [ABSTRACT FROM AUTHOR]

Most organization theorists believe that boards of directors in large American corporations are dominated by management. This paper argues that this view is based on a problematic definition of control. Several distinctions between long run and short run control are presented, and a framework in which boards of directors have control over managers is suggested. Case examples are given and possible objections are confronted. Finally, an agenda for further research on board-management relations is offered. [ABSTRACT FROM AUTHOR]

The article discusses a study on the process evaluation of the Honest Opportunity Probation with Enforcement (HOPE) Demonstration Field Experiment (DFE). The study compared drug tests used in the HOPE model and those used in more traditional approaches to probation in the U.S. It identified the factors that serve in the implementation of the program, including strong teamwork, collegiality and communication within the HOPE team.

This article tests hypotheses about the effects of two types of work motivation (i.e. intrinsic motivation and extrinsic motivation) and four types of social communication on three important work dispositions (i.e. job involvement, red tape, and perceived organizational effectiveness) among 790 managers employed in public agencies in the states of Illinois and Georgia. The results show that intrinsic motivation is significantly associated with public managers' job involvement, perceptions of red tape, and organizational effectiveness. Also, certain types of organizational communication and mentoring socialization are closely related to the outcomes. The results of cross-interaction effects between motivation and communications on outcome variables support the SDT prediction that when public managers are more involved with different types of social communication behaviors, the relationship between extrinsic motivation and three outcome variables becomes more pronounced. That is, communication in public agencies provides more autonomy and discretion for extrinsically motivated public managers, thus leading to more positive organizational dispositions. [ABSTRACT FROM AUTHOR]

Abstract: As an organizational function, internal communication is gaining in importance, meriting a special issue on the topic. This importance is evident in many recent efforts among practitioners in Europe and the US to seek recognition of this field as an independent domain. Scholarship on internal communication has not kept pace with these initiatives. This introduction to the special issue addresses several key issues related to this topic and presents findings from a Delphi study of the leaders of European associations on internal communication. Results of the study are fuzzy: respondents see internal communication as interdisciplinary management function integrating elements of human resources management, communication and marketing, but at the same time they see it primarily as a part of the organization''s communication function that is simultaneously managerial and technical. However, they contend that internal communication is an independent research field. [Copyright &y& Elsevier]

Despite the increasing use of electronically mediated methods for team communications, research continues to underline the importance of face-to-face (F2F) communication for the successful accomplishment of complex, high-tech team tasks. Although a crucial aspect of F2F communication is the physical proximity of team members, studies that have explored the relationship between the design of the physical workplace and F2F communication have produced conflicting findings. This paper reports the results of a field study conducted at two R&D sites of a large U.S. high technology and life sciences company; the results suggest that the typical space planning solution of simply moving people from closed offices to open cubicles does not in and of itself increase F2F communication. Rather, the level of F2F communication depends on the location of team members' workstations within the overall configuration of the space and the amount of space provided to support collaboration opportunities, including both formal and informal spaces. Based on the results of the study, we offer suggestions for the layout and design of R&D workstations to foster productive F2F encounters. [ABSTRACT FROM AUTHOR]

The study of the business communication has begun on the international level on the Fourties of the last century, while the debate about the rising of such a communication to a scientific discipline status dates hack to the Eighties. To be observed that the development of business communication from that time up to the present has not been either uniform or consistent everywhere. There is therefore the exigence to deepen the study especially of two theoretical schools of this discipline: the American school - that is the leader in the field - and the European one that is interested by a progressive strengthening. [ABSTRACT FROM AUTHOR]

The article presents the author's views on the theoretical approach and principles of governance relevant to business communication in the U.S. It notes that the increasing dynamism and the complexities of businesses have prompted to conduct periodical analyses on its condition. The significance of identify and appraise the contributions of business communications to achieve economic-financial and competitive results to further optimize investments are also highlighted.

The article discusses the significance of reflective adaptive process (RAP) in solving problems in family medicine practices in the U.S. It states that RAP is a meeting approach that uses representation and facilitation to engage staff members in improvement efforts. Moreover, creating a team is the first step in implementing RAP in the practice.

In the face of the business community’s widening concern about corporate ethical behavior, business schools are reexamining how they ensure that students appreciate the ethical implications of managerial decision making and have the analytical tools necessary to confront ethical dilemmas. The current approaches adopted by colleges vary from mere ‘lip service’ to embedding ethics at the core of the curriculum. This paper examines the experience of several US universities that have incorporated business ethics into their curricula. In particular, the paper describes the issues facing Central Washington University as it seeks to integrate ethical decision making into its core undergraduate business curriculum. Issues addressed include the technical challenges of establishing a common element of curriculum across the various business disciplines, determining the major conceptual foundations of ‘ethical thinking’ while recognizing students’ existing value systems, and how to obtain ‘buy in’ by faculty to the initiative. [ABSTRACT FROM AUTHOR]

Human resources (HR) and compensation professionals in Australia were surveyed to determine how they communicate rewards information to employees. The rewards communications survey examined five reward components: organization reward strategy and philosophy, base pay, base-pay increases, short-term variable pay and benefits. This research found that HR and compensation professionals believe that rewards communication is important, even to the degree that it affects organizational performance, employee satisfaction with pay, employee retention and employee motivation. They also believe that most employees have limited understanding of the purpose of reward programs and how they work; in fact, many do not understand aspects of the pay system that directly affect them such as pay ranges, average pay rates and performance targets. Comparisons between Australian and United State reward communication policies and practices are reported. [ABSTRACT FROM AUTHOR]

This article seeks to explore how the strategic communication practice has been institutionalized in organizations in the United States. Before delving into the topic of institutionalization, it seeks to gain an understanding of the definition of strategic communication. After identifying the meaning of strategic communication, we delve into a literature review to ascertain the role of communication and its current state. We also identify and propose the key indicators, which form the basis of the discussion of institutionalization through the review of relevant literature. This is done by analyzing previous discussions on organizational functions such as purchasing, human resources and information technology. These key indicators are then tested in an empirical study involving communication professionals of over five hundred organizations in the United States. The data from the study is presented, followed by a discussion of its strategic implications. The findings are then used to discuss the current state of institutionalization of the communication function in the United States. [ABSTRACT FROM PUBLISHER]

The article examines the balance between safety and privacy in the U.S. Family Education Rights and Privacy Act (FERPA) in response to the Virginia Tech tragedy wherein student Seung Hui Cho killed 32 students and professors on April 16, 2007. It discusses the mental health and warning signs of Cho that were not addressed by his professors and resident advisors due to privacy laws and communication gaps. It explores the provisions of FERPA and permitted disclosures. It suggests modifications to FERPA to encourage communication and prevent such events.

The American restaurant industry is a powerhouse in terms of sales and employment (National Restaurant Association, 2007), and compliance-gaining is the fuel that drives this industry. Servers employ many different strategies to sell promotional items, more expensive meals, and drinks to their customers. The purposes of the present study are to explore the compliance-gaining strategies used by servers at one restaurant and compare these findings with messages from management. Following a qualitative analysis of 11 hours of participant observations and interviews with 10 servers and two managers, 10 compliance-gaining strategies emerged through constant comparison methods. These strategies fell into two higher-order categories: tactics and approaches. Tactics included Suggestive Selling, The Extra Mile, Description, and Upselling. Approaches included Connecting, Friendly/Upbeat, Nonverbal Immediacy, Joking Around, Feeling Out, and Sexuality. Findings revealed inconsistencies between the strategies used by servers and those emphasized by restaurant management, which may be problematic in manager-server relationships. Additionally, many of the strategies employed by servers are not incorporated into training materials reinforced by management. Results have implications for research on compliance-gaining and restaurants. These results may also help improve communication between managers and servers at this restaurant and others like it. [ABSTRACT FROM AUTHOR]

Purpose - This case study aims to illustrate the interaction of organizational culture, human resource (HR) policy and firm performance. It contrasts the cultures of two science-driven organizations - the Navy's nuclear submarine force and Merck, the large pharmaceutical firm - and traces the reaction of one individual to two organizations - the United States nuclear navy and Merck & Co., a large pharmaceutical firm. Design/methodology/approach - This paper is a case study based on field interviews and secondary sources. Findings - The task-oriented culture of the submarine fleet is compared to Merck's relations and team-oriented corporate environment. Management skills such as flexibility, power and influence, interpersonal communication, self-awareness and goal setting can influence career outcomes. Managerial skills are important in all settings, but a given style's efficacy is contingent upon organizational context. Adaptability is important, as is personal mission. Thus, the case examines how organizational culture, HR policies and leadership interact with an individual's career outcomes and organizational performance as well. Research limitations/implications - Because this is a case study it is not generalizable. However, the issues depicted in the case have been recognized in the managerial skills literature. The case study serves to illustrate and deepen managerial skills concepts. Practical implications - This case study has illustrative value as well as hypothesis and theory-building value, but is not generalizable. Originality/value - There is relatively little research on the specifics of how to apply managerial skills in a corporate setting. Hence, the case covers important, sensitive material of practical and theoretical value. [ABSTRACT FROM AUTHOR]

This paper investigates how the history of interaction between organizations and between organizational boundary spanners contributes to the formation of trust between firms. Our findings, using data on the supplier–buyer relationships of two major US auto manufacturers, suggest that history affects trust formation in a complex non-linear fashion, involving a period of ambivalence early in a relationship. We show that certain kinds of exchange partners can systematically reap differential returns from a common history of interaction. Organizational similarity significantly enhances the ability of exchange partners to translate the benefits of the joint history of interaction into a stock of trust. Copyright © 2008 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

The article discusses the relationship between U.S. public institutions of higher education and state governments with regard to communication, accountability, and finance. The author examines the actions required to compensate for "information asymmetries" in communication between education and government. He notes that governance of public colleges and universities requires a blend of organizational components and explains that this study is based on assumptions from the principal-agent theory within a conceptual framework acknowledging the various external oversight agents. He explains effects of factors including delegation among administrators, students' political activities, and multi-campus systems.

The article presents the study investigating the significance of fatality narratives as an effective communication procedure ensuring the industrial safety in the U.S. Washington State Fatality Assessment and Control Evaluation (FACE) program offers such services. FACE staff tracks acute occupational fatalities in the state, conducts targeted research investigations, and disseminates findings and educational material. Fatality narratives are developed initially by a research analyst who reviews several case information. According to the authors, the development of narratives came after the analysis of industry impact potential.

The term program performance has taken on a new priority and focuses the attention on what programs deliver. Changing management culture to promote the use of program data when making changes to improve program design and delivery or to reallocate resources is recognized as a challenging reform goal. Managerial decision making is certainly affected by many factors. Ongoing communication and fruitful dialogue among program managers, evaluators, and oversight officials on what performance data demonstrate about the viability and success of programs enhance management in government. Learning how to use performance measurement effectively to promote collective learning will evolve slowly and probably not in every public policy arena. In a fragmented service delivery system involving many players, efforts to improve communication and coordination are clearly beneficial, and conceptual learning is a very likely outcome. [ABSTRACT FROM AUTHOR]

The principal objective of this paper is to review the business and law literatures to determine the legal, business and ethical issues at stake in setting language policies for personnel in foodservice businesses within the United States. Furthermore, we review the types of language policies and practices that have resulted in claims of employee discrimination under Title VII of the U.S. Civil Rights Code, and where applicable, we note specific legal rulings that have relevance for future managerial decision-making and future research in the foodservice industry. We additionally identify practices for managing a linguistically diverse workforce that are seen to be both-beneficial and compliant with existing civil rights law. [ABSTRACT FROM AUTHOR]

Abstract Purpose--The purpose of this paper is to test the existence of direct and moderating effects of task interdependence and culture on supervisory views of enterprise resource planning (ERP) systems. Design/methodology/approach--To analyze these effects, an experiment was conducted in the USA and The People's Republic of China. A total of 304 management supervisors participated. Participants were exposed to an interdependence manipulation and then rated the importance of ERP in the case contexts described by experimental treatments. Findings--Results support the moderating effects of culture on the extent to which task interdependence impacts managerial views of the communicative capabilities of ERP systems. Task interdependence effects are much less severe among the views of Chinese managers. Research limitations/implications--Main limitations potentially stem from our specific operationalizations of the factors studied as well as selectivity of the subject pool. As with many empirical comparisons of culture, these limitations may confine the application of the findings to the two national contexts studied. Practical implications--If managers in China (as compared to their U.S. counterparts) are more enthusiastic of the communication capabilities provided by ERP systems regardless of the extent to which internal processes are interdependent, then the business cases that support ERP adoption and extension should be expected to emphasize the benefits of such capabilities. This may foster a strategic distinction in the use of these architectures in the two settings. Originality/value--This study specifically examines the interactive effects of task interdependency and culture on managerial perceptions regarding ERP communicative capabilities. [ABSTRACT FROM AUTHOR]

This paper examines the crisis management response of a Connecticut hospital during an anthrax case that came to be known as the “Oxford Incident.” While crisis communication plans may help organizations effectively manage crises, the findings of this study indicate the established culture at the hospital was the most important factor in the organization’s successful handling of the case. [Copyright &y& Elsevier]

Focuses on the issues related to human resource management, employment forecasting, and the labor market in the U.S. Efforts to implement employment practices that encourage people; Application of the CARL concept; Importance of communication in employment practices. INSET: AT-A-GLANCE.

Describes a national research survey conducted by the American Water Works Association, which focuses on the communication practices of water utilities in the U.S. Challenges faced by water utilities in communicating with major stakeholders; Factors considered to classify utility size in the country; Factors that make topics difficult to communicate; Communication techniques that are used by water utilities; Effect of utility size on communication practices. INSET: PRINCIPLES OF AUTHENTIC COMMUNICATION.

This article examines why Nike, the leading sports shoe and apparel merchandiser, has become a principal target of activism against sweatshop labor conditions in developing countries and why it has faced persistent public relations problems in its response to antisweatshop criticism. Nike has become a major target because it has successfully integrated different forms of corporate communication into the promotion of a high-profile corporate identity. The reflexive character of Nike's promotionalism, however, has allowed for activist criticism that contrasts Nike's claims of social responsibility with the labor conditions in its manufacturing operations. Antisweatshop activism, an example of what Beck calls subpolitics, is motivated by ethical interests, has a decentered network form of organization, and has a pluralistic, tactical focus. The effect of this activism has been to turn the debate over Nike's labor practices into a dialectic between issues and crisis management, which accounts for Nike's public relations problems. [ABSTRACT FROM AUTHOR]

Focuses on a communication plan developed by a health maintenance organization (HMO) in San Diego, California. Goal of increasing employee knowledge of the company's strategic goals and enhance organizational commitment; Benefits of encouraging employees to become personally involved in the achievement of corporate goals.

Face-to-face communication is investigated as an efficiency-enhancing mechanism in experimental common-pool resource environments in which the appropriation activities of outside appropriators create coordination and monitoring problems for the communicating group. We identify three distinct problems that can threaten successful collective action. Outsiders respond strategically to reductions in appropriation by cooperating group members. Members of the communicating group deviate from agreements more frequently when monitoring is imperfect and over appropriation can be blamed on outsiders. Groups that are allowed to communicate anticipate the potential problems and have difficulty reaching agreements or committing to a specific appropriation rule. [ABSTRACT FROM AUTHOR]

Public policy makers, planners, and managers are increasingly relying on what might be called large-group interaction methods to involve large numbers of people (from as few as eight to more than 2,000) in planning and implementing major change efforts. These methods are structured processes for engaging large numbers of people to: (1) enhance the amount of relevant information brought to bear on a problem; (2) build commitment to problem definitions and solutions; (3) fuse planning and implementation; and (4) shorten the amount of time needed to conceive and execute major policies, programs, services, or projects. Proponents of such methods claim that they provide sets of concepts, procedures, and tools that can help public and nonprofit organizations and communities deal effectively with change. On the other hand, a number of boundary conditions surround the successful use of the methods. The authors compare and contrast seven approaches most frequently used in the public sector in the United States and abroad (i.e., Real Time Strategic Change, Search Conferences, Future Searches, Strategic Options Development and Analysis, Strategic Choice, Technology of Participation, and Open Space Technology) to illustrate their comparative strengths and weaknesses and to develop an agenda for research. [ABSTRACT FROM AUTHOR]

The article details a study which investigated the impact of height on assessments of female job applicants' managerial abilities. Height has been shown to affect person perceptions in several ways. Tall men who seek dating company in magazine advertisements may receive more responses than shorter men. Similarly, tall men and their girlfriends may be regarded as more attractive than short men and their girlfriends. Height may exert an influence on impressions because of stereotypical beliefs or, possibly, because of some dispositional differences between tall and short persons. The results showed that, as regards the global evaluations, tall women were regarded as better managers than short women. The sensitivity of the global evaluations to stereotypical reactions may indicate low validity of these items. In this sense, the present results challenge recent suggestions that in personnel assessments global ratings of overall job performance should be used instead of the more laborious multidimensional ratings.

Examines the role of communication in the implementation of change at the New York University Medical Center. Provision of managed care concepts to middle managers; Ongoing dialogue between middle and senior management; Mechanics of the ready, aim, communicate, evaluate (RACE) system.

Cites a study on the cultural understanding of managers in Hong Kong and in south-east Asian countries of Singapore and Malaysia along with a reference to executives in the U.S. as of March 1, 1988. Career paths of Asian managers; Areas of responsibility of managers; Preference of formal communication over informal communication by Asian managers; Contribution of corporate rituals to corporate culture.

This article presents information on the use of Automatic Data Collection (ADC) systems. ADC systems is defined as the electronic means of collecting raw data input to be processed and analyzed in order to assist management decision making. The prompt flow of accurate information can be a major asset since success or failure in the marketplace is often dependent on the information the firm utilizes when reaching strategic, tactical and operational decisions. Information concerning external opportunities and threats can be obtained from the external environment in a variety of ways. However, information dealing with the firm's particular strengths and weaknesses must be sought from within. This internal information, particularly that which deals with production-related topics can be gained from ADC systems that provide the company with up-to-the-minute data. This research focuses on U.S. firms which use ADC systems, and seeks to identify to what extent the potential benefits and problems described above actually occur. Areas of interest examined include an identification of the types of ADC system currently in use, the problems and rewards associated with the implementation of these systems, and the installation and usage methods which seem to favor success. INSET: Erratum.

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..

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.

Examines the effects of mass-mediated communication on consensual support for organizational goals at a sample setting in Santa Monica, California. Measurement of exposure to mass-mediated information; Significant predictors of goal consensus; Discussion of impact of communication channels on goal consensus; Recommendations for collective action organizations.

Citation analysis of research published in 10 U.S. organizational sciences journals during the past decade provides insights into communications within and among disciplines to the study of organizations. Results suggest that during the 1980s a modest increase in cross-disciplinary communication occurred among authors contributing to these journals. The same conclusions are reached when the time horizon of the study is lengthened to encompass the previous 3 decades. More interdisciplinary communication is needed to improve the quality of organizational studies. [ABSTRACT FROM AUTHOR]

Analyzes the process of communication involved in merger of companies through an exploratory study of mergers of four financial institutions in the United States. Hypothesis; Testing; Identifying communication contingencies; Merger stages; Data analysis and interpretation.

Investigates the preference of physician-executives in using influence strategies in efforts to gain compliance from superiors in terms of administrative communication in the U.S. Lack of available information on the functions of physicians as managers; Communication styles of superiors; Evaluation of the attitude of physicians.

The article presents a model that can be used by hospitals to measure patient satisfaction and promote consumer loyalty. The authors point out that similar models are widely used to test consumer satisfaction in other industries. Factors addressed by the author's model of patient retention include a hospital's confirmation of patient expectations, communication, and time. The importance of measuring patient satisfaction first upon their discharge and then several months later to see if dissatisfaction has occurred is highlighted.

Moving from business as usual to a Total Quality Management (TQM) culture demands much from an organization. Nowhere in the organization is the demand more apparent or more important than in the human resource management function. Interviews with human resource professionals employed by winners of the Malcolm Baldrige National Quality Award provide insights into how HRM "best practices" support TQM cultures in these firms. Baldrige Award-winning companies have developed "portfolios" of human resource management policies to complement strategic TQM objectives. Aligning human resource practices with quality initiatives requires revolutionary changes in the way organizations train, empower, evaluate, and reward individuals and teams. However, the revolution is far from over. Even among organizations recognized for their TQM achievements, there is still a need for continuous improvement with respect to HR practices governing the selection, promotion. and development of future leaders. A profile of fourteen "ideal" human resource practices is derived from the interview data. The best practices profile provides a useful benchmark for organizations to assess their own HR activities. Bottom-line payoffs for successful integration of HRM practices and TQM goals show up in reduced costs, increased product reliability, greater customer satisfaction, and shorter product development cycles. [ABSTRACT FROM AUTHOR]

Acquiring and merging companies are beginning to realize that maintaining the morale of surviving managers is vital to the successful conclusion of an ownership changeover. Downsizing, layoffs, and their concurring increased workload may, however, have some positive effects on the remaining staff. The key to morale maintenance is systematic preparation for change. This article discusses this need and recommends steps to assist companies in effectively implementing mergers and acquisitions. Communication must be planned and well executed. A new strategic plan should be developed and shared with the acquired and the acquiring company. Flexibility and creativity are needed when dealing with job changes. Finally companies must invest in development and retraining of the survivors of a merger or acquisition. [ABSTRACT FROM AUTHOR]

Describes a study on the knowledge of hotel managers on managerial communication and social or interpersonal skills. Application of the study; Social role of the hotel manager and staff; Implications to the academic strategy of the industry.

Undeniable symptoms exist of the decline in American productivity and quality and hence the decline in America's ability to compete effectively in the international marketplace. The statistics on this decline show that the deterioration in competitive position is both severe and broad-based. A management systems perspective provides a useful framework within which the competitive problems of America can be systematically described, analyzed, and solved. The authors explore in detail those factors contributing to the decline of American competitiveness, using a mutually supportive management systems framework consisting of five mutually reinforcing subsystems--style and culture, infrastructure, rewards, communications, and control process. A diagnosis of the competitive problems shows them to be multifaceted--the result of interactions among the five subsystems. The diagnosis includes corporate cultures that do not result in the internalization of quality and productivity goals; corporate governance systems that permit anticompetitive hostile takeovers; tax laws that create disincentives for capital investment; organizations that separate strategy from operations; costing and measurement systems that are inaccurate and focus on short-term performance; rewards that reinforce short-term performance; and control processes that have an inordinate concern for short-term financial performance. The authors also provide solutions to these problems at both the national and corporate levels, many of which are already being implemented by some of the leading U.S. firms. [ABSTRACT FROM AUTHOR]

Rather than searching for technological, governmental, or economic solutions to the performance problems facing today's organizations, maybe it is time to take a closer look at managers' day-to-day activities. Instead of taking a normative view of what managers should do or examining a small group of elite managers, this article draws from the results recently reported in a book on an observational study that used a large sample of what are called "real managers" - managers from all levels of large and small mainstream organizations. After first covering what real managers do (the four activities of traditional management, communication, human resource management, and networking), Luthans examines the important, but heretofore ignored, distinction between successful and effective real managers. Successful real managers are on a relatively fast promotion track (an index of level over tenure). Effective real managers have satisfied and committed subordinates who perceive quality and quantity performance in their unit (a combined index using standardized questionnaire measures of satisfaction, commitment, and performance). A comparative analysis of the activities of the successful versus the effective real managers reveals little similarity between the two. Successful managers give relatively more attention to networking (socializing, politicking, and interacting with outsiders) than their unsuccessful counterparts and give relatively little attention to human resource management activities (motivating/reinforcing, managing conflict, staffing, and training/development). In stark contrast, however, effective managers give by far the most relative attention and effort to communicating (exchanging information and processing paperwork) and human resource management activities and the least to networking. Although Luthans' conclusions about successful vs. effective managers are bound by the definitions and method of study and analysis used, Their implications for... [ABSTRACT FROM AUTHOR]

This article reports on a two-part program of exploratory research on CEOs' views and self-reported practices of their internal communication role. This effort, guided by a new top management communication model and designed as a precursor to more systematic theory-building research, consists of longitudinal data collected in two recent national studies of CEOs of large American companies. Through this developmental research, we hope to better describe the phenomenon of CEO communication in order to, as J. Grunig (1978) argued, use those descriptions "to model the phenomena and eventually build theory which can be used in a wide range of public relations situations" (p. 4). [ABSTRACT FROM AUTHOR]