Journal articles: 'Communication in organizations'

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Abu Bakar, Hassan, and Che Su Mustaffa. "Organizational communication in Malaysia organizations." Corporate Communications: An International Journal 18, no. 1 (January 25, 2013): 87–109. http://dx.doi.org/10.1108/13563281311294146.

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Dittmore, Stephen W., G. Clayton Stoldt, and T. Christopher Greenwell. "Use of an Organizational Weblog in Relationship Building: The Case of a Major League Baseball Team." International Journal of Sport Communication 1, no. 3 (September 2008): 384–97. http://dx.doi.org/10.1123/ijsc.1.3.384.

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This case study explores the use a Major League Baseball team’s organizational weblog. Organizational weblogs are forums for the 2-way exchange of information and commentary between an organization and its publics. Most sport organizations, however, have yet to embrace the weblog as a form of organizational communication. Recent research suggests a greater need to understand how sport organizations might use weblogs to outreach to target audiences from a communications perspective. This study assesses whether readers perceive an organization’s official weblog to be an effective form of 2-way communication and profiles the readers of an organizational weblog based on demographics, consumption patterns, and points of attachment. Results showed that readers perceived the organizational weblog to be highly conversational and effective at communicating organizational commitment. In addition, readers were voracious media consumers of the team’s games, repeat ticket customers, and highly identified, both with the sport and with the team.

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Schoeneborn, Dennis. "Organization as Communication." Management Communication Quarterly 25, no. 4 (May 19, 2011): 663–89. http://dx.doi.org/10.1177/0893318911405622.

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This article introduces Luhmann’s theory of social systems as a prominent example of communication as constitutive of organization (CCO) thinking and argues that Luhmann’s perspective contributes to current conceptual debates on how communication constitutes organization. The theory of social systems highlights that organizations are fundamentally grounded in paradox because they are built on communicative events that are contingent by nature. Consequently, organizations are driven by the continuous need to deparadoxify their inherent contingency. In that respect, Luhmann’s approach fruitfully combines a processual, communicative conceptualization of organization with the notion of boundary and self-referentiality. Notwithstanding the merits of Luhmann’s approach, its accessibility tends to be limited due to the hermetic terminology that it employs and the fact that it neglects the role of material agency in the communicative construction of organizations.

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Matkevičienė, Renata. "Socialinės atsakomybės komunikcija Lietuvos organizacijų interneto svetainėse." Informacijos mokslai 64 (January 1, 2013): 7–18. http://dx.doi.org/10.15388/im.2013.0.1603.

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Nuo šio šimtmečio pradžios socialinės atsakomybės tema yra viena jautriausių tiek komunikacijos, tiek verslo srityse: įmonių vadovai, politikai, ekonomistai, mokslininkai svarsto socialinės atsakomybės veiklos apibrėžtis, teikiamą naudą verslui ar visuomenei. Diskusijose galima pastebėti kelis socialinės atsakomybės veiklos svarstymo aspektus: mados (atsakomybė visuomet buvo viena iš verslo siekiamybių ir veiklos pagrindų, todėl jos išryškinimas gali būti siejamas su tam tikra mada), būtinybės (kuri gali kilti dėl kitų verslo organizacijų aktyvios socialinės atsakomybės veiklos arba dėl visuomenės diktuojamo atitinkamos veiklos poreikio), galimi ir kiti požiūriai. Socialinės atsakomybės svarstymuose dažnai iškyla klausimas apie socialinės atsakomybės naudą verslui, apie apskaičiuojamą galimą socialinės atsakomybės grąžą verslui, kuriamą teigiamą įvaizdį ar reputaciją. Verslo organizacijos, siekdamos komunikuoti vykdomą socialiai atsakingą veiklą, tam pasitelkia įvairius renginius, ataskaitas, o dažniausiai – interneto svetaines. Šiame straipsnyje aptarsime ne tik anksčiau įvardytus diskusinius socialinės atsakomybės veiklos aspektus, bet ir ištirsime bei nusakysime galimus verslo organizacijų socialinės atsakomybės komunikacijos aspektus, išryškindami esmines akcentuojamas socialinės atsakomybės sritis. Straipsniu siekiama ne tik paskatinti kritinę diskusiją apie socialinės atsakomybės naudą ir būtinybę verslo organizacijų veikloje ir komunikacijoje, bet ir pažiūrėti, kaip socialinės atsakomybės veikla atsispindi organizacijų interneto svetainėse, su kokiais verslo ar organizacijos veiklos aspektais siejamas socialiai atsakingų veiklų pristatymas. Straipsnio tikslas ir sprendžiama problema formuluojami remiantis 2012 m. lapkričio–gruodžio mėnesiais atlikto Lietuvos organizacijų, priklausančių Baltosios bangos iniciatyvai „Už skaidrų verslą“, interneto svetainių turinio, atskleidžiančio organizacijų pristatomą socialinę atsakomybę, tyrimo ir straipsnio autorės 2013 m. kovą–balandį atlikto tyrimo, kuris papildė ir praplėtė ankstesnį tyrimą, duomenimis.Reikšminiai žodžiai: socialinė atsakomybė, organizacijų komunikacijos procesas, organizacijų veiklos etika, interneto svetainės.Communication of corporate social responsibility in Lithuanian organizations’ websitesRenata Matkevičienė Summary Since the beginning of this century, social responsibility has been one of the most sensitive topics in both communication and business areas, and business leaders as well as politicians, economists, scientists consider the social responsibility activities of the benefits for business or the public. Business organizations communicate socially responsible activities by using a variety of communication events, reports, and mostly websites of business organizations. This article aims to discuss not only the aspects of social responsibility, but also to examine and describe the potential of social responsibility communication in business organizations, highlighting the key areas of social responsibility. The article is aimed not only to encourage a critical discussion about the benefits of social responsibility and the need for business organizations and communications, but also to see how the social responsibility of business is reflected in organizations’ websites and presented to stakeholders. Business organizations’ social responsibility is generally associated with the activities of the organization, which aims to act responsibly: in accordance with the law, creating comfortable working conditions for employees, ensuring profitability – in collaboration with colleagues and local community as well as providing services to clients. Socially responsible activities have been associated not only with responsible activities, but also with commitments harming the surrounding environment, taking into account that socially responsible activities are voluntary, i.e. based on an organization’s desire to be a responsible, honest, trustworthy member of society not because of business requirements, but also for the organization’s internal needs based on corporate culture. Social responsibility of a business organization not only strengthens it because it involves employees and other groups of stakeholders in the organization’s activities, but it also provides an added value to the organization as a competitive advantage. In the article, there were formulated several tasks for communicating organizations’ social responsibility: to provide information, to impact the value or behavioural change. For the communication of social responsibility, organizations use controlled and as well non-controlled communication, and these forms of communication should be integrated to reach the aim of communication. Organizations’ websites are a controlled communication means, but they could be important for providing explicit information about the organization’s socially responsible activities. For this reason, an investigation of communication in the websites of Lithuanian business organiations that have joined the initiative of transparent business was conducted. Organizations communicate their social responsibility by presenting codes of ethics, standards, and other formal commitments which show that the organization is a responsible member of society. There were found differences in the communication of social responsibility in Lithuanian (local) and in international organizations: international organizations provide not only statements on the social responsibility of an organization, but also codes of ethics, CSR reports, presentations and videos of the projects, etc. Organizations use one-sided communication for the presentation of social responsibility in their websites, and tools for two-sided communication were notes used in many of the websites for communicating social responsibility. On the basis of this finding, the presupposition that organizations use other forms and means for communicating social responsibility was made, because the social responsibility activities carried out by an organization not only show the organization’s responsibility, but also allow linking the organization with certain practices and values, create an added value by increasing the visibility of the organization as a responsible member of the local community, developing and enhancing the organization’s reputation and ensuring its competitive advantage.

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Keyton, Joann. "Communication in Organizations." Annual Review of Organizational Psychology and Organizational Behavior 4, no. 1 (March 21, 2017): 501–26. http://dx.doi.org/10.1146/annurev-orgpsych-032516-113341.

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Gutteling, Jan M. "Current views on risk communication and their implications for crisis and reputation management." Pragmatics of Crisis 2, no. 3 (November 2, 2001): 236–46. http://dx.doi.org/10.1075/dd.2.3.04gut.

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Organizations prepare for crisis communication by designing, implementing, and evaluating procedures, scenarios, and emergency measures. In addition to crisis communication, risk communication is a concern for many organizations as well. Risk communication is viewed as an interactive, multi-actor democratic process. Traditionally, risk communication is seen as a linear, top-down, elitist, expert-to-public approach. In this paper, the relation between crisis communication and risk communication is described. In addition, a model is presented based on the notion that crisis communication should be proactive, and focusing on the management of the relation between the organization and its relevant stakeholders or the organization’s reputation. The new thinking on the risk communication process is essential for an organization’s crisis and reputation management.

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Luthfie, Muhammad, Aida Vitayala S. Hubeis, Amiruddin Saleh, and Basita Ginting. "Climate Communication Society Organizations in the Development in the Village Plompong." Journal of Social Science Studies 4, no. 1 (August 15, 2016): 10. http://dx.doi.org/10.5296/jsss.v4i1.9894.

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Climate Communication in an organization is very important to foster togetherness and unity. Climate conducive communication between the leaders and members or between superiors and subordinates can achieve harmonization within the organization that will ultimately reap success in the implementation of its programs. The ideal climate organizational communication requires honesty in communication, openness of communication down, and a joint decision. Pace and Faules (2000) states that organizational communication climate is important for linking organizational context with concepts, feelings, and expectations of the organization’s members and to help explain the behavior of members. The study aims to analyze the communication climate organization built community organizations in rural development. The results showed climate communication community organizations research subject is very conducive and riel has been able to encourage active involvement in the development in the village Plompong, through the realization of its programs in the construction of infra structure.

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Ljajić, Samir, and Danica Pirsl. "The Role of Internal Communication and Workplace Language in Positioning of Organizations." Društvene i humanističke studije (Online), no. 1(14) (February 4, 2021): 441–52. http://dx.doi.org/10.51558/2490-3647.2021.6.1.441.

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Internal communications strategy influences and determines the way employees behave, observe, and maintain good vibes in their respective workplace. No company should allow the occurrence of inefficient communication between their workers and the management bodies, otherwise, it is doomed for failure. What happens inside organizations in terms of administering good communication channels, affects their business success equally so as to what happens outside them when public relations staff brings forth all the successful results to the society at large. Internal communication is very often neglected, which only shows the immaturity and lack of knowledge or incompetence of the leading figures in an organization about effective communication. This paper deals with the efficient execution of internal communication and its importance for the successful ranking and positioning of any business, whether it be small or big. First, it examines the main prerequisites for success such as trust and connecting with the employees and their establishment in big and small businesses as well, because small organizations find it easier to implement good internal communications than the big ones. Second, the paper explores higher education organizations and their ways to achieve excellent results through the positive impact of running good internal communication to the satisfaction of their employees, management bodies, and their wider community. The paper also argues that the essential preconditions of the organization’s good positioning are mutual trust, stemming from the efficient internal communication strategy implementation, and the creation of a good business climate. Labour market as a catalyst and a sieve distinguishes good from bad, recognizes good social interrelating competencies focusing on perceiving identities and favourable working contexts. Third, the paper deals with the working place language knowledge which facilitates human resources management, enables efficient implementation of the internal communication strategy, and provides for the efficient running of the organization. Conclusions are that the successful implementation of the all above said will consequently result in a good positioning and high ranking of the organization on the volatile labour market.

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Levine, Ross, Chen Lin, Qilin Peng, and Wensi Xie. "Communication within Banking Organizations and Small Business Lending." Review of Financial Studies 33, no. 12 (March 20, 2020): 5750–83. http://dx.doi.org/10.1093/rfs/hhaa036.

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Abstract We investigate how communication within banks affects small business lending. Using travel times between a bank’s headquarters and its branches to proxy for the costs of communicating soft information, we exploit shocks to these travel times—the introduction of new airline routes—to evaluate the impact of within-bank communication costs on small business loans. We find that reducing headquarters-branch travel time boosts small business lending in the branch’s county. Several extensions suggest that new airline routes facilitate in-person communications that boost small-firm lending.

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Fadillah, Dani, and Uspal Jandevi. "Communication Model of Indonesian Student Organizations in China through the Indonesian Movement Helps." Jurnal Ilmu Komunikasi 18, no. 2 (August 31, 2020): 142. http://dx.doi.org/10.31315/jik.v18i2.3465.

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The Indonesian Movement Helps organization located in China helps Indonesian students while studying in China, but some Indonesian students initially had difficulty communicating with the organization. Many Indonesian students are victims of irresponsible scholarship agents. This research aims to analyze the communication barriers of the Indonesian Movement Helps organization in helping Indonesian students in China. This research method is qualitatively descriptive with data collection techniques through observation and in-depth interviews. Data analysis techniques using SWOT analysis. The results found a communication model of Indonesian student organizations in China through the internalization of the climate and culture of the word of mouth communication in Indonesian Movement Helps. The substance of this research is the communication model of Indonesian student organizations in China through the internalization of climate and culture of the word of mouth communication that can be applied to student organizations in other countries.

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Kristina. "The Organizational Communication Perspective Theory." Journal of Sosial Science 1, no. 3 (July 26, 2020): 61–74. http://dx.doi.org/10.46799/jsss.v1i3.37.

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Public sector organizations are undergoing a transformation in management style. Not only is the behavior of government agencies increasingly being carried out like business, where managers play a central role, but aspects of client service are also becoming more important. Communication is input or message from one person to another. Organizations need communication to streamline their work and carry out tasks in a perfect way. Communication is the art of sending messages and receiving the same in the form of feedback. The success of an organization is highly dependent on effective organizational communication patterns. This study aims to understand communication in achieving the objectives of government organizations. Furthermore, this study discusses effective communication in government organizations. Keywords: Organization Communication, Internal and External.

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Saputra, Rizky. "Penerapan Situational Communication Crisis Theory bagi Organisasi Dakwah dalam Menghadapi Situasi Krisis." JURNAL SIMBOLIKA: Research and Learning in Communication Study 6, no. 2 (October 30, 2020): 190–201. http://dx.doi.org/10.31289/simbollika.v6i2.4172.

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This paper will discuss a theory in dealing with a crisis situation in the context of a da'wah organization in general, which of course will be different from the crisis context of a business company, both in terms of the type of issue or problem to the handling of the crisis situation. According to Coombs, there are five message strategies that are usually used in crisis communication, namely: (1) Non-existence strategies. This strategy is carried out by organizations that are not experiencing a crisis, but there are rumors that the organization is facing a crisis; (2) Distance strategies. Organizations that acknowledge a crisis are used and try to weaken the relationship between the organization and the crisis that has occurred; (3) Ingratiation strategies. This strategy is used by organizations in seeking public support; (4) Mortification strategies. The organization tries to apologize and accept the fact that there is a real crisis; (5) Suffering strategies. Organizations also show suffering as victims of those who are not happy with the organization and seek to gain public support and sympathy. The choice of crisis communication strategy must be considered by the da'wah organization that will carry out its crisis communication by still considering the situation, type of problem, and the scale or size of a crisis that occurs as well as the organization's ability to reach the choice of communication model.

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Garner, Johny T. "Communication in Religious Organizations." Southern Communication Journal 82, no. 3 (May 19, 2017): 115–16. http://dx.doi.org/10.1080/1041794x.2017.1317192.

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Niraula, Ganesh Prasad. "Communication in Business Organizations." Academic Voices: A Multidisciplinary Journal 2 (June 30, 2013): 23–27. http://dx.doi.org/10.3126/av.v2i1.8281.

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Now a day, communication has become central part of management. It has been used by different business houses like sole trading, partnership and joint stock companies in their different managerial and non-managerial activities. Its role is inevitable not only in the business organizations but also in our day to day life. Communication is the transformation of information from one person to another to fulfill common interest. It is the exchange of facts, opinions, ideas suggestions and other information. This paper deals with the relevance and role of communication in business organization. Academic Voices, Vol. 2, No. 1, 2012, Pages 23-27 DOI: http://dx.doi.org/10.3126/av.v2i1.8281

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Scott, Craig R., and Stephen A. Rains. "Anonymous Communication in Organizations." Management Communication Quarterly 19, no. 2 (November 2005): 157–97. http://dx.doi.org/10.1177/0893318905279191.

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Humble, Jane E. "Organizations and communication technology." Journal of Engineering and Technology Management 9, no. 1 (March 1992): 90–92. http://dx.doi.org/10.1016/0923-4748(92)90014-v.

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S. Sipho, Makgopa. "Planning of marketing communication strategies by car dealerships." Problems and Perspectives in Management 14, no. 4 (December 23, 2016): 212–20. http://dx.doi.org/10.21511/ppm.14(4-1).2016.10.

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Effective marketing communication strategies and campaigns are of much importance in many organizations in informing, reminding and persuading current and potential customers to support the organization by buying organizations product offerings. Organizations in planning of marketing communication strategies and campaigns, organizations in theory need to conduct micro-environmental analysis determining organizations’ strengths and weakness. The purpose of this paper was to investigate the planning of marketing communication strategies and campaigns of car dealerships in practice with more emphasis on micro-environmental factors of consideration. In achieving the purpose of this paper, a qualitative research approach using semi-structured in-depth interviews with marketing personnel of different car dealerships in Gauteng Province, South Africa was followed. In this paper a qualitative content analysis was used to analyze primary data using Atlas ti version 7 computer software. The results revealed that there are key micro-environmental factors of consideration during the planning of marketing communication strategies and campaigns. Based on the results of this paper, the author provided recommendations to stakeholders in the motor vehicle industry, specifically, car dealerships and future research directions. Keywords: marketing communications, marketing communication objectives, marketing communication strategy, mediatypes, micro-environment. JEL Classification: M31

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Cherepovskaya, Natalya A. "Communication as an effective management tool." Theoretical and Practical Aspects of Management, no. 9 (August 24, 2020): 123–38. http://dx.doi.org/10.46486/0234-4505-2020-9-123-138.

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The article discusses the problems and importance of communication in organizations. Communications are the Foundation for managing the entire company, and the result depends on them, which will affect the success of the company. Communications play an informational role at start-up companies. The effectiveness of communication in an organization depends on its future fate as an economic entity, the fate of employees who work in it. Communication is a complex process that consists of interdependent steps. They form a mutual understanding between employees and managers. Communication in an organization is an exchange of information, through which the Manager receives the necessary information to make effective decisions and communicates these decisions to employees. The quality of communication depends entirely on the role and function of the Manager, who, when setting goals and tasks, plans to achieve successful implementation. The purpose of the study is to prove the prospects of the influence of communications as an effective tool for managing organizations and personnel. The objectives of the study are to identify factors that affect employees' ability to communicate. Determining their significance and the degree of perception of communication as an important condition for an effective organization that creates material values and distributes added value, including for staff. Their influence on non-communicative staff, creating conditions for active communication. Results. Using the methodology of institutional analysis, the need to improve the tools for effective management of the organization and personnel was identified. As a result of the research, the proposed recommendations can affect the effectiveness of economic indicators, a greater number of involvement of non-communicative personnel in the organization.

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Sattarova, Adelya Ilhamovna, Flera Gabdulbarovna Mukhametzyanova, Irina Igorevna Lushpaeva, and Marina Maratovna Imasheva. "Ethno-religious communication as a mechanism for shaping the social status of women in women’s voluntary organizations." Laplage em Revista 6, Extra-B (December 24, 2020): 1–6. http://dx.doi.org/10.24115/s2446-622020206extra-b583p.1-6.

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The paper considers the issues on the influence of ethno-confessional communications on the formation of the women’s social status in public women's organizations of the Republic of Tatarstan. For many, ethno-confessional identity has become defining. Women's organizations also emerged and co-opted more and more members every year. This social tendency eventually caused the need to study the phenomenon of "ethno-confessional communication" by the example of the culture of organization and the activities of women's public organizations. The issue requires a theoretical substantiation for the features of manifestation of ethno-confessional communication in the context of the socio-cultural phenomenon of women's public organizations in modern Russian society. The paper is intended for researchers of the problems concerning the culture of communications for researching ethno-confessional communications as a condition for the formation of a woman's social status by the example of modern public organizations of Muslim Tatar women in the Republic of Tatarstan.

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Lawrence, Tom. "Global Leadership Communication: A Strategic Proposal." Creighton Journal of Interdisciplinary Leadership 1, no. 1 (May 15, 2015): 51. http://dx.doi.org/10.17062/cjil.v1i1.8.

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Organizations face a myriad of challenges as the world interconnects through the process of globalization. In order to sustain viability and produce competitive advantage, organizations must develop a global communication strategy. Communication skills need to be developed at all levels of the organization, from a coherent mission statement to individual employee development. Organizations need global leaders, capable of moving in and through divergent cultural environments. Identifying and equipping these future leaders is an antecedent to success in the global marketplace. This paper offers an instructive model to guide organizations as they face increasingly complex, cross-cultural environments.

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Abugre, James Baba. "APPRAISING THE IMPACT OF ORGANIZATIONAL COMMUNICATION ON WORKER SATISFACTION IN ORGANIZATIONAL WORKPLACE." Problems of Management in the 21st Century 1, no. 1 (May 10, 2011): 7–15. http://dx.doi.org/10.33225/pmc/11.01.07.

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Today, more and more businesses depend on communications for their success since a well-organized communication system is shown to be an important factor in stimulating worker satisfaction in organizations. The purpose of this paper is to assess organizational communication and its impact on worker satisfaction in organizational workplace. The paper examines three Ghanaian organizations in the formal sector using a quantitative survey of ninety respondents to gain information for the study. The chi-square test was used with cross-tabulation of the independent and dependent variables to test and answer the hypothesis and research questions formulated for the study. Findings show that there is a significant relationship between efficient organizational communication and employee satisfaction. Findings also show that organizational communication has a positive impact on employee performance. Analysis of the findings further reveals that workers prefer good leadership communication behavior because it has positive effects on workers in organizations. The study proposes that organizations in the formal sector will achieve their objectives if they pay proper attention to the communication processes through efficient organizational communication in the workplace. Key words: employee performance, organizational communication, organization, worker satisfaction.

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Carrillo, Maria Victoria. "Strategic Communication in the communications environment of today’s organizations." Comunicação e Sociedade 26 (December 28, 2014): 81–89. http://dx.doi.org/10.17231/comsoc.26(2014).2026.

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This article seeks to clarify the concept of strategic communication as part of the new communications challenges facing today’s firms (Carrillo et al., 2013). Strategic communication has become an academic and professional working field of major importance. Delineating the issues underlying this area of theoretical and professional work is a challenge for scholars of the communication sciences. A correct definition of the concept should respond to the need to include communication as part of senior management’s essential competences, and should comply with a number of pre-defined, long-term objectives designed to address the interests of each of the company or organization’s stakeholders.

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Massey, J. E. "Managing Organizational Legitimacy: Communication Strategies for Organizations in Crisis." Journal of Business Communication 38, no. 2 (April 1, 2001): 153–82. http://dx.doi.org/10.1177/002194360103800202.

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Everett, James L. "Communication and Sociocultural Evolution in Organizations and Organizational Populations." Communication Theory 4, no. 2 (May 1994): 93–110. http://dx.doi.org/10.1111/j.1468-2885.1994.tb00085.x.

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Zoller, Heather M. "What Are Health Organizations? Public Health and Organizational Communication." Management Communication Quarterly 24, no. 3 (May 11, 2010): 482–90. http://dx.doi.org/10.1177/0893318910370273.

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Impink, Stephen Michael, Andrea Prat, and Raffaella Sadun. "Measuring Collaboration in Modern Organizations." AEA Papers and Proceedings 110 (May 1, 2020): 181–86. http://dx.doi.org/10.1257/pandp.20201068.

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Internal communication has been a central theme in organizational economics, as employee collaboration provides insight into the structure of firms. Use of electronic communications data can be transformational for organizational economics, as these data provide a standardized way to measure organizational communication patterns and to determine the connection between these patterns and firm performance. We discuss the value of data that capture patterns of employee interactions, the benefits and risks associated with the use of electronic communication data (email and meetings) as empirical proxies for these collaboration patterns, and the research possibilities for studies across larger sets of firms.

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Sterling, Lisa. "You’re talking but is anyone listening? Connecting and communicating with employees in a hyper-connected world." Strategic HR Review 16, no. 5 (October 9, 2017): 211–15. http://dx.doi.org/10.1108/shr-06-2017-0034.

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Purpose The purpose of this case study is to outline the internal communication strategies, tools, techniques and messages that can help organizations to foster transparent, deliberate communication with employees. Design/methodology/approach The author synthesizes three years of learnings and internal research, including regular focus groups and surveys with employees at all levels, to identify the specific steps organizations can take to achieve open and regular communication – and engage employees across the organization. Findings The case study explains key areas to connect and communicate with employees. Practical implications The author believes that the lessons and tactics described in this case study can be applied in all organizations. Originality/value The case study provides a unique set of lessons and best practices the author has uncovered firsthand which organizations can use to shape their own internal communications strategies and boost employee engagement.

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Stevens, Ronald, Trysha Galloway, Jamie Gorman, Ann Willemsen-Dunlap, and Don Halpin. "Toward Objective Measures of Team Dynamics During Healthcare Simulation Training." Proceedings of the International Symposium on Human Factors and Ergonomics in Health Care 5, no. 1 (June 2016): 50–54. http://dx.doi.org/10.1177/2327857916051010.

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Three-person teams of fourth-year medical students or experienced operating room practitioners performed simulations around the construct of ventilation. Team member communications together with EEG-derived brainwaves were collected and classified each second and the changing neurodynamic as well as communication organizations of the team were modeled. The fluctuating neurodynamic organizations were obtained from symbolic representations of the EEG power levels of team members while changes in communication were determined by Latent Semantic analysis – derived measures of communication content. The neurodynamic organizations of the teams at the 10 Hz (alpha) and 39 Hz (gamma) EEG frequencies fluctuated with task demands. The frequency, magnitudes, and durations of these fluctuations differed between novice and expert teams, and these changes in the team’s neurodynamic organizations were paralleled by dynamic changes in communication and improvements in TeamSTEPPS® ratings. Neurodynamic and communication measures of team organization may therefore be valuable tools for understanding and assessing the short term dynamics of teams during simulation training, complementing and extending observational evaluations of teams.

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Babatunde, Osabiya. "Importance of Effective Communication in Public Organisations." Issues in Social Science 3, no. 2 (November 20, 2013): 78. http://dx.doi.org/10.5296/iss.v3i2.8596.

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Communication has crucial impacts within or among workgroups in both private and public organizations. Communication can be a channel to flow information, resources, and even policies. Given the importance of organization communication and its managerial impacts, further research is needed to explore this topic as it relates to both private and public administration field. To this end, this study assesses the impacts of organizational communication on the perception of red tape by comparing internal communication with external, especially client-oriented, communication in both public and non-profit organizations. Utilizing current literature, this paper will examine effective organizational communication within a private and public organization. Many organizations today often look at communication and leadership as one-dimensional; the inability of leaders in small organizations to adapt to a leadership style that effectively communicates with the employee hinders organizational performance. This study examines the communication exchange within a private and public organization and its effects on the organizational culture and employee performance. This study summarizes the increasing importance of organizational communication, the basic theoretical perspectives that guide the study of communication and the key distinctions that guide the study of organizational communication, the key functions of communication in organizations. Because organizational communication has become such a big topic, this study is limited to addressing internal and external organizational communication.

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Evdokimov, Piotr, and Umberto Garfagnini. "Communication and behavior in organizations: An experiment." Quantitative Economics 10, no. 2 (2019): 775–801. http://dx.doi.org/10.3982/qe809.

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We design a laboratory experiment to study behavior in a multidivisional organization. The organization faces a trade‐off between coordinating its decisions across the divisions and meeting division‐specific needs that are known only to the division managers, who can communicate their private information through cheap talk. While the results show close to optimal communication, we also find systematic deviations from optimal behavior in how the communicated information is used. Specifically, subjects' decisions show worse than predicted adaptation to the needs of the divisions in decentralized organizations and worse than predicted coordination in centralized organizations. We show that the observed deviations disappear when uncertainty about the divisions' local needs is removed and discuss the possible underlying mechanisms.

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Kim, Soojin. "Strategic predisposition in communication management." Journal of Communication Management 20, no. 3 (August 1, 2016): 232–54. http://dx.doi.org/10.1108/jcom-06-2015-0050.

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Purpose – The purpose of this paper is to identify factors influencing an organization’s predisposition to bridging strategy, and tests relationships between those factors and bridging strategy. Design/methodology/approach – Online survey was conducted in South Korea. Hierarchical regression was used. Findings – Identified factors are environmental complexity, top management attitude toward stakeholders, analysis orientation, and authoritarian culture. Research limitations/implications – By adopting the concept and measures of bridging as an organization’s public-engagement strategy, this study was able to capture an organization’s strategic approach for problem-solving in communication management. Practical implications – Strong analysis orientation allows organizations to look into problems in their complex environments affecting their performance and their key stakeholders before deciding on strategies; resultantly, they are more likely to reduce problems and to improve their performance. In contrast, authoritarian culture discourages an organization’s adoption of bridging strategy. Originality/value – This study is the first empirical study investigating the dynamics of factors influencing organizations’ strategic predisposition in communication management.

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Haupt, Brittany, and Lauren Azevedo. "Crisis communication planning and nonprofit organizations." Disaster Prevention and Management: An International Journal 30, no. 2 (January 8, 2021): 163–78. http://dx.doi.org/10.1108/dpm-06-2020-0197.

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PurposeThe purpose of this paper is to discuss the evolution of crisis communication and management along with its inclusion into the field and practice of emergency management. This paper also discusses the inclusion of nonprofit organizations and the need for these organizations to engage in crisis communication planning and strategy creation to address the diverse and numerous crises that nonprofits are at risk of experiencing.Design/methodology/approachThis paper utilizes a systematic literature review of crisis communication planning tools and resources focused on nonprofit organizations to derive best practices and policy needs.FindingsThe resources analyzed provide foundational insight for nonprofit organizations to proactively develop plans and strategies during noncrisis periods to support their organization when a crisis occurs.Research limitations/implicationsLimitations of this paper include limited academic research and practical resources related to nonprofit organizations and crisis communication planning. As such, several potential avenues for empirical research are discussed.Practical implicationsThis paper provides considerations for nonprofit organizations engaging in crisis communication planning and aspects leaders need to partake in to reduce or eliminate the risk of facing an operational or reputational crisis.Social implicationsThis paper highlights the critical need to generate a crisis communication plan due to the diverse crises nonprofit organizations face and their connection to the emergency management structure. Understanding the crisis and utilizing a crisis communication plan allows nonprofit organizations a way to strategically mitigate the impact of a crisis while also providing essential services to their respective communities and maintain their overall stability.Originality/valueThis paper is unique in its analysis of crisis communication planning resources and creation of a planning framework to assist nonprofit organizations in their planning efforts.

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Pascual, Glenn D. "Nursing Communication Bundle: Behavior Standards Review Article Series: 1." International Journal of Nursing Sciences and Clinical Practices 2, no. 1 (November 11, 2021): 1–6. http://dx.doi.org/10.47890/ijnscp/glenndpascual/2021/10042116.

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Changing healthcare delivery systems demand greater accountability from hospital organizations and healthcare providers (Briggs et al., 2018). The radical restructuring of the healthcare system that is required to reduce spiraling healthcare costs and make healthcare accessible to all citizens will necessitate ongoing changes in healthcare organizations. The challenge for hospital organizations is to improve quality and service delivery through an ongoing process of innovation, restructuring of systems and processes, and implementation of aligned service behaviors to increase patient satisfaction and enhance clinical outcomes (Figure 1.0). Patient satisfaction scores serve as system indicators for financial reimbursement from government and private insurance agencies and as impetus for hospital organizations to choose the functional system of delivering care to improve quality, achieve desired outcomes, and enhance the patient care experience. Given the macroeconomic nature of the impact of patient satisfaction scores on hospital reimbursement, the challenge for healthcare organizations is to improve quality and service delivery through an ongoing process of innovation, restructuring systems and processes, and implementation of aligned standardized service behaviors to increase patient satisfaction and enhance clinical outcomes. Hospitals under the current healthcare landscape are rewarded for the quality of care provided; thus, better outcomes indicate hospitals’ financial viability (Centers for Medicare and Medicaid Services, 2018).Managing service delivery across a highly divergent and fast-paced healthcare system requires sharp focus on execution and standardized operational excellence. Continuous quality improvement (CQI) has been shown to be a powerful tool to help make health care organizations more effective. CQI is a structured system for creating organization-wide participation and partnership in planning and implementing continuous improvement methods to understand, meet, or exceed patient needs and expectations. Developing a culture of excellence and quality in care can create an enthusiasm for change, passion for results, and drive for innovation equating to better service to healthcare consumers and better patient satisfaction scores.

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Vargas-Hernández, José G., and Cecilia Morales-del-Rio. "Social networks in organizations." Organicom 16, no. 30 (September 12, 2019): 43–50. http://dx.doi.org/10.11606/issn.2238-2593.organicom.2019.151755.

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Social networks play a key role in communication-related organizations. Unfortunately, the current literature has only been focused on the use of social networks within communities for creation and interaction between the organization and consumers, concerning mostly digital marketing and branding. Much of this literature falls under two interesting perspectives, the importance of communication in organizations and the use of social networks as a new communication channel. Organizations need communication as part of the understanding between management and employees, whereas social networks integrate agents into digital communities. This study summarizes the literature concerning each of these perspectives to derive assumptions and expected results on communication with social networks within organizations. Then, by means of a sociological perspective, the reconciliation of these views considering the incorporation of social networks as a new form of internal communication for organizations is proposed. There is a need for integration of communities with social networks, based on the context of premises made by previous studies.

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Long, Shawn D., Sharon Doerer, and Oscar J. Stewart. "Virtual ethnography: corporate virtual diversity communication." Qualitative Research in Organizations and Management: An International Journal 10, no. 2 (June 8, 2015): 175–200. http://dx.doi.org/10.1108/qrom-03-2014-1207.

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Purpose – Research examining organizational diversity has largely ignored the role corporate web sites play in establishing the tone for diversity in organizations. Serving as “electronic storefronts,” corporate web sites are typically the first point of contact individuals have with an organization. The purpose of this paper is to centralize communication as a critical tool in understanding the strategies corporations use to communicate their diversity philosophy, practices and policies. This virtual ethnographic study examines corporate web sites (n=100) across industries and sectors to capture the strategies organizations use to strategically communicate diversity to a variety of stakeholders. Design/methodology/approach – Taking a virtual ethnographic, this study examines 100 corporate web sites across industries to capture the methods organizations employ to strategically communicate diversity in their respective organization. Findings – Results from this ethnographic study reveal that organizations typically use three strategies in their diversity messages: impression management, persuasion and strategic ambiguity. Strategic ambiguity and the persuasive use of selling, telling and framing their diversity message are ubiquitous in corporate diversity communication. The use of these strategies may have a profound impact on how diversity is perceived within organizations. Implications for practice and research are discussed. Originality/value – This is one of the first social science/humanistic studies to examine diversity messages on corporate web sites and advances a conceptual framework for electronic diversity communication. Additionally, this project employs a virtual ethnographic approach, a novel, yet contemporary, method.

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Neely, Phillip R., and Michael Mosley. "COMMUNICATION PROBLEMS IN MANAGEMENT." International Journal of Research -GRANTHAALAYAH 6, no. 9 (September 30, 2018): 34–40. http://dx.doi.org/10.29121/granthaalayah.v6.i9.2018.1204.

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An array of studies identifies that effective communication is imperative in the workplace to increase employee productivity and organizational performance. Despite the benefits that emerge in the use of effective communication strategies within an organization, many organizations face numerous challenges that emerge in communication breakdowns and disconnects. These challenges affect performance and compromise success. The intent of this paper is to use a mixed method approach that includes a literature review and gathering of primary data from questionnaires and interviews to determine the communication problems in management. The data analysis is achieved through qualitative and quantitative strategies. The study identifies that lack of effective communication is centered on the perceptions that exist within the workforce. Managers perceive that their strategies are effective when in some cases they are not. The study also identifies that tech-assisted communication systems would increase productivity. From these insights, it is imperative that organizations implement changes that will foster effective communication throughout the organization.

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Ruiz-Martin, Cristina, Gabriel Wainer, and Adolfo Lopez-Paredes. "Exploration of Network Theory to Evaluate Organizational Resilience." International Journal of Mathematical, Engineering and Management Sciences 7, no. 1 (January 1, 2022): 28–48. http://dx.doi.org/10.33889/ijmems.2022.7.1.003.

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Recent disasters and rapid changes in the environment have shown various open issues in organizational resilience, in particular the use of communications. We explore the use of Network Theory to study the robustness of communications in organizations regardless their structure and the communication mechanisms used. We focus on how a collapse in the communication mechanisms affects the communication structure in an organization. We use a case study based on an emergency management plan from a Nuclear Power Plant in Spain. We show that Network Theory along with the number of connected components in a network provides a cost-effective way to analyze the communication infrastructure and organizational relations. Network Theory also allows us to build awareness about the communication and information structure inside an organization, and to design a more robust communication network.

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Iuga, Maria Virginia. "Visual communication in lean organizations." MATEC Web of Conferences 121 (2017): 02005. http://dx.doi.org/10.1051/matecconf/201712102005.

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Wilson, D. O. "Diagonal Communication Links Within Organizations." Journal of Business Communication 29, no. 2 (March 1, 1992): 129–43. http://dx.doi.org/10.1177/002194369202900202.

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Buergermeister, Jim. "Communication in Fast Food Organizations." Hospitality Education and Research Journal 12, no. 3 (August 1988): 53–68. http://dx.doi.org/10.1177/109634808801200305.

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Korzenny, Betty Ann G., Felipe Korzenny, and Gilda Sanchez de Rota. "Women's communication in Mexican organizations." Sex Roles 12, no. 7-8 (April 1985): 867–76. http://dx.doi.org/10.1007/bf00287878.

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DeSanctis, Gerardine, and Peter Monge. "Communication Processes for Virtual Organizations." Journal of Computer-Mediated Communication 3, no. 4 (June 23, 2006): 0. http://dx.doi.org/10.1111/j.1083-6101.1998.tb00083.x.

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Dreiling, Michael, Nicholas Lougee, R. Jonna, and Tomoyasu Nakamura. "Environmental Organizations and Communication Praxis." Organization & Environment 21, no. 4 (October 30, 2008): 420–45. http://dx.doi.org/10.1177/1086026608321325.

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Lewis, Laurie K. "Interactive communication technologies in organizations." Communication Education 40, no. 2 (April 1991): 202–12. http://dx.doi.org/10.1080/03634529109378841.

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Deimen, Inga, and DezsÖ Szalay. "Information and Communication in Organizations." AEA Papers and Proceedings 109 (May 1, 2019): 545–49. http://dx.doi.org/10.1257/pandp.20191099.

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We study a constrained information design problem in an organization. A designer chooses the information structure. A sender with preferences different from the decision-maker observes and processes the information before he communicates with the decision-maker. Information shapes conflicts within the organization: the optimal information structure essentially eliminates conflicts and serves as a substitute to the allocation of decision-making authority in the organization.

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Dessein, Wouter. "Authority and Communication in Organizations." Review of Economic Studies 69, no. 4 (October 2002): 811–38. http://dx.doi.org/10.1111/1467-937x.00227.

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Anderson, Mary Ann, and Lelia B. Helms. "Communication between continuing care organizations." Research in Nursing & Health 18, no. 1 (February 1995): 49–57. http://dx.doi.org/10.1002/nur.4770180107.

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Rony, Nazneen Islam, and Norazah Mohd Suki. "Modelling the Relationships between Internal Marketing Factors and Employee Job Satisfaction in Oil and Gas Industry." Asian Social Science 13, no. 3 (February 15, 2017): 135. http://dx.doi.org/10.5539/ass.v13n3p135.

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Employees have long been playing the pivotal role in service organizations to achieve a success-oriented goal. The oil and gas industry is included in the high rising sectors in the world’s economy. Due to economic turmoil in this sector, a fear of being laid off remains in an employee’s mind. Thus, the goal of this study is to assess the impact between internal marketing factors (e.g., extrinsic and intrinsic employee rewards, leadership, internal communication, and training and development), and employee job satisfaction in the oil and gas industry. There were 215 complete and usable questionnaires received, and the answers varied among the demographic and functional designation within the oil and gas industry. Multiple regressions were utilized for analysis of data. Results revealed that internal communication is recognized to have the strongest effect on employee job satisfaction in the oil and gas industry. Organizations must emphasize on communicating to all level of employees by setting clear directions and key priorities in the organization, provided that the communications are not misled through upward and downward streams. Furthermore, organizations are to create a space for employees to give clear instructions via e-mail, paper, telephones, and face-to-face communication. A management can utilize the research results by conducting such internal marketing practices to keep their top rated employees within the organization. ut the individual differences related to entrepreneurial intentions, it is necessary to continue studying this phenomenon, considering that the results are still scarce and inconclusive.

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Tasselli, Stefano, Paola Zappa, and Alessandro Lomi. "Bridging with Meaning: Organizational Vocabularies and Communication Networks in Organizations." Academy of Management Proceedings 2017, no. 1 (August 2017): 11159. http://dx.doi.org/10.5465/ambpp.2017.11159abstract.

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Andrioni, Felicia, and Lavinia Elisabeta Popp. "Organizational Communication in Social Care Organizations from Hunedoara County, Romania." Procedia - Social and Behavioral Sciences 62 (October 2012): 590–94. http://dx.doi.org/10.1016/j.sbspro.2012.09.099.

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Journal articles on the topic 'Communication in organizations'

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