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Management can only thrive in the prevalence of communication. Indeed, the present paper is timely. A 2002 survey of 1,104 employees of organizations in the United States showed that, while managers spend 60 to 80 percent of their time on operational communication, only 17 percent said their managers communicated effectively. Thus, every possible constructive measure must be taken to disentangle areas that stand in the way of effective communication within a given business organization. Efforts must be exhausted to create a business environment in which managers and staff pay close attention to the conceptualization and dissemination of communication media and the messages they transmit. Since the desired purpose of transmitting information from sender to receiver is effective communication, the paper will review pertinent literature to ascertain harbors of problems that result in communication problems in management. To this end, the paper intends to examine attitudes of senders that generate poor and/or ineffective communication; investigate media choices that are inappropriate in certain communication instances; consider cultural/gender insensitive implications prevalent in management communication; as well as the importance of placing the receiver at the center when designing information or messages to be transmitted. In addition, the proposed paper intends to analyze management communication mistakes, such as making controversial announcements, lying [sic], ignoring the realities of power, underestimating the intelligence of the receiver or audience, using inappropriate media or channels of communication, and ignoring to admit mistakes. It is a truism that, 60 percent of corporate public relations effort is devoted to internal communication, which is a reflection that good communication is at the heart of every productive workplace. The paper's objective is to produce a document that chronicles not only missteps in management communication, but also to advance ways of creating awareness and to forge management policies that foster good and effective communication in a business environment. [ABSTRACT FROM AUTHOR]

Of the many problems that face Africa, conflict is perpetual. In a continent whose land mass is one-fifth of the world, and where ethnicity is omnipresent, conflict is nearly inevitable. Africans are captive to the divisive and manipulative colonial repression that has placed hurdles toward nation building, particularly because foreign powers partitioned Africa without regard to culture or socio-economic development. Hence, Africa has been, for decades, been the battleground for East- West political and economic interests. Despite flagrant suffering and millions dead due to conflict, media coverage (championed by western media) have either been silent or selective as evidenced by the United States (US) and British media. Even reportage filed from Africa has been edited to suit Western audiences and other pecuniary interests. To counter tribal connotations not only to forestall stereotypes, but also to assure accuracy and fairness, African countries have instituted peace journalism in association with sympathetic international media organizations with focus on conflict resolution. Furthermore, the advent of "peace journalism" is intended to undercut the "CNN factor" whereby incredulous sources are paraded before television cameras. [ABSTRACT FROM AUTHOR]