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The advance of digital technology has made it easier for organizations to connect with their stakeholders and increased the importance of communication departments, which are responsible for managing the knowledge held by the organization. This systematic review aims to explore how organizational communication (OC) and knowledge management (KM) intersect. In this research, a systematic literature review was conducted according to the PRISMA recommendations. The collected data underwent content analysis using open and axial coding. The indicators show that internal communication and knowledge sharing (KS) processes are the most frequently studied areas in relation to the interaction between OC and KM. However, a few studies have explored any other processes, highlighting the need for more research in this area. The few studies that examine the interaction between KM and OC tend to focus solely on KS within companies. However, this study reveals the potential for KS to be applied to the communication and relationships between organizations and their stakeholders. [ABSTRACT FROM AUTHOR]

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]

In the era of the knowledge economy, knowledge hiding behaviour and its antecedents and consequences have been of great interest to the academic community. Through a survey of 350 employees of Chinese manufacturing enterprises, this paper explores the mechanism of organizational communication on employees' knowledge hiding behaviour. The results of the regression analysis show that (1) cooperative communication will reduce employees' knowledge hiding behaviour; in contrast, competitive communication will increase employees' knowledge hiding behaviour. (2) There is no significant relationship between online communication and employees' knowledge hiding behaviour. (3) Although online communication weakens the inhibitory effect of cooperative communication on employee knowledge hiding behaviour, it can alleviate employee knowledge hiding behaviour caused by competitive communication. This study reveals the association between communication styles and employees' knowledge hiding behaviour, which not only deepens the understanding of the antecedents of knowledge hiding in the academic community but also provides guidance for corporate internal communication and knowledge management practises. [ABSTRACT FROM AUTHOR]

Purpose: Engaging with stakeholders in "a personal, intimate way" (Men and Tsai, 2016, p. 932) or "includ[ing] the 'personal touch'" (Kent and Taylor, 1998, p. 323) is often seen as desirable in internal communication management. While the importance of personal communication is undisputed from the perspectives of internal communication, its communicators, and from internal stakeholders, this is not true when it comes to the dimensions and characteristics that constitute an experience of communication as feeling personal. The present study aims to explore what makes communication personal from the employees' perspective. Design/methodology/approach: The study used the Q methodology and Q method, thus focusing on an individual's subjective perspective. The Q methodology was implemented in the form of a Q-sort survey exploring the perceptions of 32 German employees (selected from a representative cross-section of 400 employees in Germany, using a balanced-block design to maximize heterogeneity). Findings: The results show that while direct and dyadic communication is often perceived as personal, many other dimensions and characteristics are also considered "personal" in both the literature and based on stakeholder perceptions. The Q-sort survey revealed four perception types whose perceptions of communication as "personal" vary widely, with all these types rejecting non-human communicators. Originality/value: This study contributes to the limited understanding of employees' perceptions of internal communication as "personal." It shows how the Q methodology and Q method—a rarely used perspective—can complement existing theoretical and empirical research on internal communication. For internal communication management, the findings show that a "one-size-fits-all" approach must be questioned and that a communication team's involvement in personal communication can have negative consequences. [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]

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 effectiveness of internal and external communication in the enterprise management system significantly determines its efficient functioning. It is therefore important to control its course. Due to the complex issues of the goals of this process, the degree of implementation of all of them should be analyzed, which is tantamount to adopting a specialist view on the issue of the effectiveness of communication in the organization. The main purpose of the adopted considerations is to present the effectiveness of communication in the organization management system. In this work, a theoretical study was adopted as the starting point for the analysis of the discussed research problem. [ABSTRACT FROM AUTHOR]

The study examined the relationship between management communication patterns and organizational commitment in three selected research institutes in Southwestern Nigeria. Multi-stage random sampling technique was used to select 198 (15%) respondents from 1,344 employees from the three organizations. Structured questionnaires with a Cronbach Alpha coefficient of 0.79 was used to collect data on the socioeconomic characteristics of the respondents. Pearson Correlation, linear regression and analysis of variance were used to test the hypotheses. Results revealed that the trends of communication patterns in the study organizations were horizontal (x-=3.87) followed by upward (x=3.31), downward (x=3.16), and diagonal communication patterns (x= 2.99). The most constraints to the communication process were status difference (x= 3.53), poor listening skills (x=3.48) and information overload (x=3.41). Employees were normatively (x=3.43) committed to the organization followed by continuance commitment (x=3.21) and affective commitment (x=3.19). In the tested hypotheses, the results of correlation analysis revealed a significant but negative relationship between family size (r=-0.20, p< 0.05), the pattern of organizational communication (r=0.00p< 0.05); and employees' commitment to the organization. Analysis of Variance (ANOVA) revealed a significant difference (F=0.65) in the pattern of communication operated in different institutes selected for this study, with the specific valves of NIHORT (x=67.62), FRIN (x=66.19 and IAR&T (65.99) respectively. It is concluded that patterns such as horizontal, upward, and downward communication in the study institutes have enhanced the commitment of the employees to their respective institutes. The organization is therefore recommended to improve on the diagonal pattern of communication to improve task-related and periodic report processes in various departments. Lastly, the organization should rectify constraints to the communication process like status differences, employees' poor listening skills, inadequate trust and information overload. [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]

We examine the impact of the subjective experience of power on leadership dynamics and team performance and find that the psychological effect of power on formal leaders spills over to affect team performance. We argue that a formal leader's experience of heightened power produces verbal dominance, which reduces team communication and consequently diminishes performance. Importantly, because these dynamics rely on the acquiescence of other team members to the leader's dominant behavior, the effects only emerge when the leader holds a formal leadership position. Three studies offer consistent support for this argument. The implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

Everything is communication. Regardless of how it manifests itself, in time and in space, factors of influence or effects, the individual communicates. The multitude of studies, researches and analyses did not exhaust the subject. Addressed as a function, as a phenomenon, as a process, as a result, as an art, as a science, communication is inexhaustible in terms of the forms of manifestation, the result and the impact. The responsible communication for any organizational problem has become a custom and a tradition. True, communication is crucial to the existence and success of the business. The results of the study carried out reveal the importance of communication on the increase of managerial performance, identifying the type of communication, organizational structure and relationship that can create the mix of ensuring the managerial performance. [ABSTRACT FROM AUTHOR]

Drawing on a network perspective on organizational learning, I argue that organizational units can produce more innovations and enjoy better performance if they occupy central network positions that provide access to new knowledge developed by other units. This effect, however, depends on units' absorptive capacity, or ability to successfully replicate new knowledge. Data from 24 business units in a petrochemical company and 36 business units in a food-manufacturing company show that the interaction between absorptive capacity and network position has significant, positive effects on business unit innovation and performance. [ABSTRACT FROM AUTHOR]

The authors conceptualize discourse as a duality of communicative actions and deep structures, mediated by the modality of interpretive schemes, and develop a discourse analysis methodology based on the fields of hermeneutics and rhetoric. They then explore the role of discourse in shaping organizational change processes through its influence on actors' interpretations and actions, using a longitudinal field study of electronic trading implementation in the London Insurance Market. The authors conclude with some theoretical and practical contributions on discourse-practice links, the illumination of multiple perspectives in change processes, and implications for electronic data interchange implementation. [ABSTRACT FROM AUTHOR]

This study analyzes the December 2014 "nut rage" incident on Korean Air Lines by means of in-depth interviews with corporate communication experts. We examine how Korean Air managed this crisis of legitimacy, asking whether its legitimization strategy and tactics were effective. The authors argue that Korean Air breached both cognitive and moral legitimacy in terms of leadership, corporate culture, internal and external communication, and legality. The results demonstrate to other organizations what types of legitimacy resources and tactics are required in order to meet social expectations in their responses to crises. [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]

This study of common patterns of communication and behavior in mergers and acquisitions relied on a survey of twenty-one managers and professionals in acquired organizations in three separate mergers or acquisitions (M/A). The survey used focused interviews to construct three cases. Common patterns are identified and a syndrome is specified connecting communication variables with rumor mills, employee turnover, and employee commitment to the new organization. [ABSTRACT FROM AUTHOR]

This paper addresses the problem of control loss in hierarchies. Data on 215 departments (aggregated from 2,363 individual questionnaires) show that behavior control and output control differ sharply in transmission. Behavior control shows almost no interlevel consistency, while output control is transmitted through three levels of hierarchy with relatively little loss. Further analysis suggests that behavior control is determined by local, particularistic conditions and therefore cannot be expected to show high interlevel consistency or transmission. [ABSTRACT FROM AUTHOR]

The purpose of this exploratory study was to examine relationships among measures of organizational communication, organizational climate, and job satisfaction. Six hundred ninety-five employees of a large public utility constituted the sample. The results indicated that certain dimensions of organizational communication were highly related to both organizational climate and job satisfaction. [ABSTRACT FROM AUTHOR]

Using research in social psychology, the authors illustrate how two key routes to improve communication between marketing and engineering are dependent on the strength. of managers' psychological connection to their functional area compared to the firm as a whole (i.e., relative functional identification). In particular, they argue that relative functional identification moderates the relationship between strategies traditionally used to affect interfunctional relationships (information-sharing norms and integrated goals) and the frequency, bidirectionality, and coerciveness of interfunctional communication behaviors. In turn, these communication behaviors are linked to information use and perceived relationship effectiveness. The authors empirically test predictions of the framework in two studies. Study 1 results suggest that (1) the efficacy of the traditional strategies depends on marketing managers' relative functional identification and (2) the traditional strategies can have negative and unintended effects on communication behaviors. In Study 2, the authors replicate and extend Study 1 by illustrating that bidirectional communication is as important as frequency in increasing both information use by engineering personnel and the perceived effectiveness of interfunctional relationships. The authors conclude with implications for theory building and managerial practice. [ABSTRACT FROM AUTHOR]

Previous research on selection of source and medium has tailed to consider the dynamic, temporal aspects of information acquisition. In this paper a model that integrates the decision-making and communication literatures is developed. Media selection is viewed beyond an immediate incident to the range of media and sources used throughout the entire decision-making process. Propositions are derived from the model and future empirical research and implications are discussed. [ABSTRACT FROM AUTHOR]

Linguistic conceptions regarding what Reddy (1979) calls the "conduit metaphor" are applied to the teaching and practice of organizational communication. The argument is advanced that in "everyday" discourse and even current management textbooks, organizational communication frequently is explicated in terms of the conduit metaphor. Furthermore, it is suggested that the conduit metaphor implicitly engenders the assumption that successful communication is easy and requires little effort. The practical and research implications of this argument are examined. [ABSTRACT FROM AUTHOR]

After a review of related theoretical and empirical research, I develop a theoretical framework that positively relates the use of management information systems to determinants of departmental power, including interdepartmental communications. The determinants of power are adapted from the theory of strategic contingencies [Hickson, Hinings, Lee, Schneck, & Pennings, 1971] and this theory is modified by the introduction of the importance of departmental tasks as a mediating variable in the relationship between power and its determinants. [ABSTRACT FROM AUTHOR]

Considering communication as an organizational task, this article suggests three variables (availability, uniformity, and independence) that characterize the information task at the work unit level and explicates their dependence on strategic choices by work units. Three sets of propositions are developed relating information task characteristics to: (a) organizational task variables; (b) the organization's communication structure; (c) power and influence in the organization. Implications of the framework are considered. [ABSTRACT FROM AUTHOR]

The author reports on the place in which a chief executive officer (CEO) has with communicating to a company's employees. The author feels that it is through communicating concerns and values executives are able to gain the necessary employee cooperation. According to the article, it is through communication that executives share their vision for an organization by expressing the company's ideals and policies. Examples are given of companies in which an open relationship exists between employees and management.

A logical classification of management work is presented, setting forth its universal functions and activities. Consistent use of this or a similar system will eliminate many current semantic problems and facilitate both the theory and practice of management. [ABSTRACT FROM AUTHOR]

The formation of partnerships between firms is becoming an increasingly common way for firms to find and maintain competitive advantage. While the antecedents of partnership formation and the characteristics of the resulting cooperative working relationship have been explored in the literature, an understanding of characteristics associated with partnership success is lacking. Such an understanding is important in reconciling the prescriptions to form partnerships with the reality that a majority of such partnerships do not succeed. We hypothesize that partnership attributes, communication behavior, and conflict resolution techniques are related to indicators of partnership success (satisfaction and sales volume in the relationship). The hypotheses are tested with vertical partnerships between manufacturers and dealers. Results indicate that the primary characteristics of partnership success are: partnership attributes of commitment, coordination, and trust; communication quality and participation; and the conflict resolution technique of joint problem solving. The findings offer insight into how to better manage these relationships to ensure success. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to draw explicit attention to the use of similies, analogies, and metaphors in administrative science, many of which originate in other disciplines. We argue that the application of these tropes to the science-making processes of the field may be misleading because they are not easily eliminable by ordinary scientific means. As a consequence, the advancement of a useful body of knowledge that can serve administrative problems may be impeded. We offer a number of probable explanations for the heavy reliance on metaphors in the discipline, as well as suggestions for constraining continued reliance on figures of speech from outside the field. [ABSTRACT FROM AUTHOR]

The article discusses Berlo's model of communication and applies it to behavioral theories of Maslow, Herzberg, and McGregor. Berlo's model of communication is outlined into six stages: the communications source, the encoding of the message, the message, the delivery method of the message, the decoding of the message, and the message receiver. According to Maslow's Hierarchy of Needs, once lower-level needs have been satisfied, they become ineffective as a motivator and higher needs take over. The author illustrates this idea with a situation of an employer with problem employees whose lower-level needs have been met. She also applies this situation to Herzberg's "Motivators and Maintenance Needs" and McGregor's Theory X and Theory Y.

The primary purpose of this paper is to facilitate a more systematic approach to development of a single theory of administration from the present formal and informal theories, it limits its focus to determining when the use of formal communication channels, informal channels or some combination thereof contributes to the effectiveness of the administrator and when verbal, written or some combination of these methods facilitate an administrator's effectiveness when using the formal and informal networks. Clarification of the alternatives available to the administrator is attained by the specification of channels and methods of using them. [ABSTRACT FROM AUTHOR]

The article discusses a study which examined the extent to which information, particularly the unsolicited type, flows freely and accurately within a business firm. The experiment was conducted in a highly diversified multi-product electrical manufacturing company which was decentralized along product lines. The study used six items of information that were subsequently transmitted to the company's various units. A discussion is presented about the possible distortion of information found during the process of transmission. The experiment appeared to have value beyond showing how unsolicited information is handled. It indicates that there is not a free flow of unsolicited information within the test company.

Communication dilemmas cited by people are not communication problems at all: they are symptoms of difficulties at more basic and fundamental levels of corporate life. After describing various interpersonal styles, the author analyses them and makes appropriate suggestions. [ABSTRACT FROM AUTHOR]

This article examines various steps that need to be taken, in the business world, in order to ensure the survival of arts in the United States. The author discusses the role that boards of directors need to play in this process which includes raising money in order to promote artistic activity. The author adds that artistic organizations often have a disconnect between their administrative and creative departments, noting that this gap needs to be bridged. The author discusses some of the problems these organizations face in raising funds which include, but are not limited to, effective planning, ineffective communication and budgeting.

The literature of conflict in organizations has dealt mainly with industry and politics, somewhat with industrial research, but has almost ignored organizations in conflict within academia. It is highly unlikely that academic theorists are unaware of organizational conflict on their home playing fields. Although the spirit of collegiality may inhibit academic discussion of conflict, conflictful academic discussions take place every day. Virginal academicians are probably scarcer than innocent undergrads. The models examined herein must not be regarded as prescriptions or ideal patterns for conflict resolution but as characterizations of behavior by less-than-rational humans in competitive and conflict-laden environments. Norms for dealing with conflicts are at best somewhat fugitive, and no theorist hypothesizes consistent rationality as a factor in the resolution of conflicts or in the making of organizational decisions. The purpose here is to examine the phenomena of conflict and conflict resolution in the field of higher education administration and in other administrative settings and to determine by analysis and case examination how conflict in academia conforms to certain conceptual models. [ABSTRACT FROM AUTHOR]

The article focuses on the qualities of clarity, brevity, and directness in business writing. In order to communicate clearly and write concisely, executives must be conscious of their purpose and avoid vague writing that is characterized by the passive voice, impersonality, and stilted wording. Unknowns that contribute to ineffective communication include: diversity of technical information, range of readers having access to the document, and uncertainty about the timing of a message and choice of media. The situational relationship of the reader and writer and the deductive approach of starting with the key point are mentioned. Indirectness, or an inductive approach, may be useful when resistance to a message is expected. Examples of ineffective writing are given.

This article shows that in many companies supervisory ineffectiveness is a result of wide discrepancies in role perception, and offers a training program aimed at developing a more realistic conception of the supervisory role and eliminating the perceptual gap between the first-line supervisors and their immediate superiors. [ABSTRACT FROM AUTHOR]

The article discusses Management by Objectives (MBO), a management system which is used in complex organizations, is based on statements of purpose that direct the activities of organizations, organizational units, or individuals, and emphasizes change and future goals. Phases in implementing the MBO process include the development of goal statements, performance and personal objectives, procedures for participation in decision making, and action plans. Seven characteristics of MBO, means-end analysis in MBO, three sources of management problems, three areas for developing personal objectives, and ten points to consider in developing criteria for evaluation, appraisal, and feedback are mentioned.

The article refers to a business-educator-student communications triangle and explains communications management at International Telephone and Telegraph. Quality management depends on knowing, understanding, and communicating the facts. Five rules for effective communication in organizations include: limiting the number of people between the problem and decision levels; communicating common goals; encouraging feedback; and constantly reviewing the process to maintain a flow of information. Characteristics of the "superior communicator," reasons why the relationship between business and education is not working, the lack of interest in business careers that results in a leadership gap, and the need for business-oriented motivation in education are mentioned.

Here is a criticism of management definitions and a method to solve communication problems that plague the modem business world. [ABSTRACT FROM AUTHOR]

Current discussions of union-management relations frequently seem to suggest that industrial relations problems largely could be solved if only there existed adequate arrangements for communication between the respective parties. Emphasis is placed on the desirability of "getting together to talk things over." It is the conclusion of this article, however, that union-management communication may produce as much or more harm than good, unless based on mutual understanding and implemented by constructive action. [ABSTRACT FROM AUTHOR]

A method for coding messages in a communication network is presented for the identification and analysis of control mechanisms in an administrative system. Messages can be categorized as routine reports, memoranda, inquiries, queries, proposals and decisions. Definitions for these categories are suggested and their role in written and verbal communications are discussed. A communication chart is suggested as a means of recording coded messages in chronological order when a particular task is traced, and a method is described of using the proposed definitions for evaluating roles in an administrative system. [ABSTRACT FROM AUTHOR]