Journal articles on the topic 'Communication organisation'
To see the other types of publications on this topic, follow the link: Communication organisation.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Communication organisation.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Howell, Gwyneth V. J., and Rohan Miller. "Maple Leaf Foods: Crisis and Containment Case Study." Public Communication Review 1, no. 1 (February 9, 2010): 47. http://dx.doi.org/10.5130/pcr.v1i1.1297.
Full textAbstract:
Crises can impact an organisation’s viability, credibility and reputation. Communication can preserve and protect the valuable reputation of an organisation, by demonstrating an acceptance of responsibility for the crisis and addressing victim concerns. The research illustrates that Maple Leaf Food’s crisis communication strategy was effectual and in supported to its purported organisational values as an organisation focused on health and safety. This case highlights why it is crucial for organisations to develop and apply a cohesive crisis communication strategy.
2
Hafis Ahmad, Mohd, Syuhaida Ismail, and Abd Latif Saleh. "Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.
Full textAbstract:
Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in the Malaysian public organisation; (2) investigating the current practice of organisation and employees in the Malaysian public organisation towards change management and (3) assessing the factors influencing readiness of organisation and employees in the Malaysian public organisation towards change management. It is found that change management is an organised way to make sure that changes are completely implemented without any problems to make transitions from the aspects of individuals, groups, and organisations to an intended circumstances in the coming days by focusing on the wider impacts of change, particularly on people, where change takes place thoroughly in the entire organisation. Furthermore, it is found that current practice of organisation and employees in the organisation towards change management involved in three main factors, namely trust in management, communication and organisational commitment; with the positive vision for the future perceived by management team as the factor of trust in management, meanwhile for communication, it is found that there is good communication between supervisors and employees about the organisation’s policy toward the changes. The factor found in organisational commitment is employees enjoy discussing their organisation with outsiders. The findings of this paper provide a positive impact on change management planning, which ultimately help in ensuring more effective change programme implementation in the public organisation in Malaysia.
3
Davies, Sarah R. "University communications as auto-communication: the NTNU ‘Challenge Everything’ campaign." Journal of Communication Management 24, no. 3 (March 19, 2020): 227–43. http://dx.doi.org/10.1108/jcom-08-2019-0120.
Full textAbstract:
PurposeThis article offers an in-depth exploration of university communications practice by describing and analysing a publicity and recruitment campaign, called ‘Challenge Everything’, carried out by the Norwegian University of Science and Technology (NTNU) in 2018. By providing insight into internal sense-making around the campaign it contributes to literatures in science communication and communication management.Design/methodology/approachThis qualitative research uses semi-structured interviews and informal organisational ethnography, mobilising concepts of sense-making and auto-communication to guide analysis. The focus is on how organisation members made sense of the Challenge Everything campaign.FindingsThe analysis focuses on four key themes within organisational sense-making about the campaign: the openness of the campaign meant that it was readily picked up on and personalised by university staff; its meaning was always contextual, shaped by organisation members' roles, interests, and concerns; its controversy seems to primarily derive from questions of representation, and specifically whether organisation members recognised within it their own experiences of university culture; and its development points to the rise of new forms of expertise within university organisation, and the contestation of these.Research limitations/implicationsThe research offers only a partial snapshot of one instance of university communications. However, in demonstrating how public campaigns also operate as auto-communication it has important implications for strategic communication within complex organisations such as universities.Originality/valueThe research has particular value in offering an in-depth qualitative study of university marketing practices and the effects these have within an organisation.
4
Molete, Dr Mantoa C. "Cororate Culture as a Function in Formulating Strategic Communication." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (October 8, 2021): 135. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(135).
Full textAbstract:
Sub Saharan Africa is filled with cultural diversity which creates a multicultural market. These diversities are created by the external and internal stakeholders in an organisation allowing the emerging of a unique organisational culture to describe the identity of a specific organisation. In its broader term culture gives description to units that provides unity amongst people hence its importance in group situation. Organizational culture is viewed as the shared values, beliefs, or perceptions held by employees within an organization. Moreover, an organization's culture tells us a lot about how members of that specific organisation communicate with each other. Even with the above vital role, organisational culture is viewed as an aspect to influence communication rather than a key role player in developing a communication strategy that fits the intended communication objectives of the specific organisation. To many organisations, the direction of their specific communication is more depended on current communication trends rather than the cultural aspect that determines the identity and behaviour of stakeholders of the specific organisation to achieve set objectives specifically in very diverse areas such as Africa. Whilst various authors have written about organisational culture there is still a lack in literature developed to outline in detail the cultural patterns and norms of African cultures, which are important in understanding the communication approaches of Africans even in corporate environments. This lack in literature also deprives African organisations to understand the diversity within its stakeholders. The aim of this paper is to explore how organisational culture and aspects of culture play a vital role in creating a communication strategy that is fit for a specific organisation to outplay the intend communication objective. This paper place focus on organisational culture and the vital function it plays in strategic communication. Keywords: Strategic communication, organizational culture, diversity, culture, communication
5
Fasae, Felicia Bosede Kehinde. "Ethical Standards and Effective Communication for Fostering Sustainable Organizational Development." Advances in Multidisciplinary and scientific Research Journal Publication 11, no. 4 (December 10, 2023): 75–86. http://dx.doi.org/10.22624/aims/humanities/v11n4p6.
Full textAbstract:
In an era where organisations are increasingly held accountable for their actions and their impact on society and the environment, ethical standards and effective communication behaviour have emerged as vital components of sustainable organisational development. This study examined the important place that morality and effective communication use occupy within organisations and their long-term sustainability. The paper explores quality character and organisational development; sustainable organisational development; indispensability of quality character in organisational development; effective communication and sustainable organisational development; language use, morality and successful sustainable organisational development; leadership, communication, ethical behaviour and sustainable organisational development; and, power of communication in and organisations in the new age. It was concluded that the key to successful sustainable organisation is the ability of organisations to invest in sound ethical/moral standards and employment of effective communication channels. It was recommended, among others, that management of organisations should make policies that condemn negative character in the work environment and apply sanctions where necessary, and seminars and workshops could be organized regularly for employees in the area of communication and ethical behaviour. Keywords: Ethical standards, Communication, Moral, Language, Organisation, Sustainable Development Journal Reference Format: Fasae, F.B.K. (2023): Ethical Standards and Effective Communication for Fostering Sustainable Organizational Development. Humanities, Management, Arts, Education & the Social Sciences Journal. Vol. 11. No. 4, Pp 75-86. www.isteams.net/humanitiesjournal. dx.doi.org/10.22624/AIMS/HUMANITIES/V11N4P6.
6
Rödder, Simone. "Organisation matters: towards an organisational sociology of science communication." Journal of Communication Management 24, no. 3 (March 12, 2020): 169–88. http://dx.doi.org/10.1108/jcom-06-2019-0093.
Full textAbstract:
PurposeThis paper looks at science communication through an organisational lens with the aim of assessing the relevance of different organisational forms for science communication.Design/methodology/approachThe paper explores science communication in different organisational forms. Based on conceptual considerations and by reviewing existing empirical literature, the paper selects and compares three organisational forms of science communication: the editorial office of a daily newspaper, the press office of a university and the Science Media Centre.FindingsThe paper shows the relevance of organisation for science communication by comparing three organisational forms. The first two, the science news desk and the press office, have the character of a sub-system of an organisation, while the third, the Science Media Centre, forms its own organisation. The paper shows how the respective set-up shapes science-media contacts with a focus on the occurrence and resolution of conflicts.Research limitations/implicationsThe paper proposes a conceptual framework for studying science communication through an organisational lens but leaves comparative empirical studies of all types to future research. Yet, it outlines and compares implications of the formal organisation of science communication from a conceptual point of view.Practical implicationsThe findings provide information on the structural impact of different organisational forms on science communication and point to where conflicting expectations, and thus potential conflicts, are most likely to occur in each case. A reflection of structurally conflicting expectations and how they can be overcome in specific situations is of high practical value for all science communication activities.Originality/valueOrganisational theorists have long argued that organisations are the key to understanding society. Despite their undoubted relevance, however, organisations and their influence on science communication have so far been much less analysed – both conceptually and empirically – than its contents, its practices and its impacts on public understanding, public policy, and on science and scientists. The paper contributes to the emerging field with conceptual considerations towards an organisational sociology of science communication.
7
Dupe, Adesubomi Abolade. "Organisational Communication, The Panacea For Improved Labour Relations." Studies in Business and Economics 10, no. 2 (August 1, 2015): 5–16. http://dx.doi.org/10.1515/sbe-2015-0016.
Full textAbstract:
Abstract This paper examined the importance of organisational communication to overall effective labour relations. It looked at organisational communication and its role in labour relations between the parties involved in Labour relations for better business procedures and relationships. It explained the importance of organisational communication in enhancing better labour relations within the organisation and with people outside the organisation. It enumerated the various groups that are involved in industrial relations and how they could use organisational communication for better industrial relations. It established the importance of organisational communication to the overall success of any organisation. Communication is vital to all human relations including labour relations but it seems to have been taken for granted or treated as inconsequential. When good organisational communication is not given its pride of place in organisation, it would affect labour relations negatively. This paper looked at the importance of organisational communication to labour relations, its effects on organisational performance, and negative effects of lack of good communication between stakeholders in labour relations and concluded that organisational communication should be properly used by all concerned in industrial relation matters for better performance of the organisation and improved labour relations both within and outside the organisation.
8
Sutton, Lucinda Bella-May, Tanya Le Roux, and Lynnette M. Fourie. "Internal communication in a diverse and developing world context: Challenges for corporate South Africa." Communicare: Journal for Communication Studies in Africa 41, no. 2 (December 15, 2022): 90–102. http://dx.doi.org/10.36615/jcsa.v41i2.1452.
Full textAbstract:
Internal communication plays a pivotal part in an organisation’s survival. It is regarded as an investment in an organisation’s success and underpins organisational effectiveness. However, when organisations face internal communication challenges, these can threaten internal relationships, with dire consequences for the organisation. This is particularly so in the volatile, uncertain, complicated and ambiguous South African corporate context, which presents direct challenges for internal communication management. Internationally there has been an increase in studies exploring challenges for internal communication, with various authors indicating a need for further research. Our study addresses this gap by probing the internal communication challenges experienced in the South African corporate environment as a developing world view, to make recommendations for mitigating action. This exploratory qualitative interview-based study focused on the perceptions of practitioners working in large organisations, as well as consultants with acknowledged expertise in the field of internal communication. The findings confirmed that internal communication is a complex and multifaceted profession full of challenges. We identified 12 challenges, grouped into four clusters, namely access to technology, lack of formal communication training, parameters for inclusion of internal stakeholders, and management styles and structures. Contributions include recommendations for practice, together with suggestions for further research.
9
Dogus, Yurdagul. "A qualitative research on organizational peace in schools." Cypriot Journal of Educational Sciences 14, no. 4 (December 31, 2019): 661–75. http://dx.doi.org/10.18844/cjes.v11i4.4486.
Full textAbstract:
The concept of organisational peace is a dynamic situation that can develop through open communication, whose main elements are justice, trust and goodwill, and affect the peace and happiness of individuals. Organisational peace consists of two dimensions such as ‘internal organisational peace’ and ‘external organisational peace’. ‘Internal organisational peace’, which is formed by relations and conditions within the organisation itself, is influenced by four factors such as individual, organisational, managerial and job characteristics. The ‘external organisational peace’, which is formed by the organisation's relations with others, stems from the direct–indirect, optional or obligatory interactions of the organisation. External organisational peace is influenced by five factors such as hierarchical relations, close environment, other organisations, society and global relations. This research is the first study that provides a conceptual framework for the concept of organisational peace and examines the concept of organisational peace empirically. The aim of this study is to determine the views of teachers in the ‘internal organisational peace’ dimension in schools. The research was carried out in the phenomenological design of qualitative research methods. The study group consisted of 10 teachers selected by the criterion sampling method. Teachers explain the concept of organisational peace with happiness, common goals, cooperation, justice, comfort, democratic values, harmony, respect and healthy communication. Factors that promote ‘internal organisational peace’ are positive personality, job satisfaction, fair practices, effective organisational communication, competencies of managers and good physical conditions of the job. Factors that prevent ‘internal organisational peace’ are negative personality, violent behaviour, unfair management, closed communication and bad physical conditions of the job.
Keywords: Organisational peace, school, Turkey.
10
Jamal, Jamilah, and Hassan Abu Bakar. "The Influence of Charismatic Leadership Communication Towards the Credibility of Public Organisation in Malaysia." Jurnal Komunikasi: Malaysian Journal of Communication 37, no. 4 (December 30, 2021): 405–26. http://dx.doi.org/10.17576/jkmjc-2021-3704-23.
Full textAbstract:
The credibility of public organisation as the source of information often receives negative intuition and misinterpretation from the public at large. Since credibility of public organisation is very much related to public trust, scholars have focused on antecedents of organisational credibility such as leadership constructs to restore trust and confidence among the public. Yet not much research has investigated the role of charismatic leadership communication in building and establishing organisational credibility of the public organisation. The aim of this study is to examine the relationship between charismatic leadership communication and the influence of its three dimensions (task oriented, enthusiasm and empathy) with organisational credibility of public organisation in Malaysia. This study employed a quantitative approach to measure participants' perception on their organisational leadership communication and credibility. A total of 368 public organisation employees which were selected through stratified random sampling participated in the survey. The hypothesis of this study was tested using Pearson correlation to examine the relationship between the constructs, whereas multiple regression was used to examine the variance of each dimension of charismatic leadership communication on organisational credibility. The finding reveals that there is a significant relationship between charismatic leadership communication and public organisation credibility, while task-oriented communication appears to be the most significant dimension influencing the credibility of Malaysia public organisation. The implication of the study suggested that public organisational credibility is influenced by the way the information was delivered by the organisation through its charismatic leaders. Theoretical and practical contributions were advanced in this study. Keywords: Charismatic leadership communication, empathy, enthusiasm, task-related communication, organizational credibility.
11
Mulder, Dalmé. "discovery of Fibonacci in integrated communication." Communicare: Journal for Communication Studies in Africa 28, no. 2 (October 17, 2022): 43–58. http://dx.doi.org/10.36615/jcsa.v28i2.1698.
Full textAbstract:
Fibonacci was a renowned scientific explorer. It is widely documented that the famous Fibonaccinumbering sequence is found in several spheres of life. To date, this phenomenon has not beendiscussed within a communication context. However, a literature review done to explore thedifferent functional fields of organisational communication within an integrated communicationideology, has brought to light that the Fibonacci phenomenon might also have relevance in thefield of communication. In this article communication - as foundation of modern organisations- is explored from a systems perspective. The position of each of the different functional areasof organisational communication in an organisation practising integrated communication isdemonstrated and the resemblance between this demonstration and the Fibonacci swirl ishighlighted.
12
Simonsen, Anne Hege, and Jon Petter Evensen. "Crisis, What Crisis?" Nordicom Review 38, s2 (November 28, 2017): 87–102. http://dx.doi.org/10.1515/nor-2017-0416.
Full textAbstract:
Abstract As in most countries, Norwegian and Danish media houses struggle to adjust to new technological, economic and political realities. Photo departments have seen their budgets cut and people have been let go. It looks, however, as if the organisational response to the crisis is more nuanced than it may seem at first glance. We have examined three media organisations, with a reputation for an above average interest in photojournalism, through the filter of organisational psychology. By looking at the conjunction between organisational culture, the present climate, and what we may call visual editorial competence, which relates to a photo department’s relative power within the organisation, we try to shed some light on when and why photo departments are able to implement their own crisis management and thus influence their own situation. Our findings suggest that photo departments with a strong culture are more resilient to a climate marked by disruptive change. The overall visual editorial competence does, however, impact their manoeuvring space within the organisation.
13
Twum-Darko, Michael, and Tiko Iyamu. "Politicking information technology strategy in organisations: A case study of a selected organisation in South Africa." Journal of Governance and Regulation 4, no. 3 (2015): 107–14. http://dx.doi.org/10.22495/jgr_v4_i3_c1_p2.
Full textAbstract:
The paper discusses the impact of organisational polities on IT strategy formulation and implementation in an organisation. The objective is to determine the extent of organisational polities on strategy implementation in an organisation. The paper considered the interplay between stakeholders in influencing IT strategy formulation and implementation in an organisation as a socially constructed phenomenon. Thus, the phenomenon can be interpreted and understood by using social theories such Structuration Theory. Hence the paper adopted ANT as a lens through which to understand and interpret the sociotechnical processes associated with IT strategy formulation and implementation in an organisation. Through IT strategy, many organisations attempt to set out key directions and objectives for the use and management of information, communication and technologies. A shared view among these organisations is that IT strategy allows all parts of the organisation to gain a shared understanding of priorities, goals and objectives for both current and future states as defined in the organisational strategy. It is therefore arguable that IT strategy, for the foreseeable future will remain a key aspect of development within organisations. As a result, there has been more focus on how IT strategy is formulated and articulated. What is missing though, is less attention to the implementation of it. Using interpretive research philosophy and employing semi-structured interviews as data collection instrument, this paper attempts to suggest a matrix that will assist organisation to comprehend and deal with organisational politics to reduce its negative impact on IT strategy formulation and implementation in an organisation.
14
Pascoe, Celina, and Elizabeth More. "Communication Climate and Organisational Knowledge Sharing." Journal of Information & Knowledge Management 04, no. 04 (December 2005): 247–55. http://dx.doi.org/10.1142/s0219649205001225.
Full textAbstract:
This paper reports research on the role of communication in knowledge management, examined through the lens of communication climate. The research is being undertaken in a major public sector organisation. The organisation wishes to shift its culture to one characterised by internal information sharing and, to this end, it has undertaken a 3-year knowledge management initiative that comprises an integrated suite of formal and informal knowledge sharing activities. The research is being conducted on a longitudinal basis between 2003 and 2005, and results of the first survey of the organisation's communication climate are reported in this paper. It is proposed that communication audits can be used to gauge whether knowledge and information sharing are likely to occur by providing data on two antecedents to such sharing: perceptions of other organisational members' openness to the receiving as well as the sending aspects of sharing.
15
Vasilev, Valentin, and Dimitrina Stefanova. "Construction and Development of Systems for Internal Communications in Public Administration - Mission Possible!?" International conference KNOWLEDGE-BASED ORGANIZATION 22, no. 2 (June 1, 2016): 389–94. http://dx.doi.org/10.1515/kbo-2016-0067.
Full textAbstract:
Abstract Internal communications are an important element and have a direct connection with the management of an organization. About 60% of the problems in the management of an organisation are due to poor communications. Communication in an organisation is associated with the transmission of certain knowledge about the nature and role of the organisation, implementing and maintaining motivation, organisational cohesion and sense of belonging, inspiring the development of know-how. This leads to increased confidence in the government, and, in turn, it affects productivity and motivation. In the transitional period or at a time of crisis, internal communications play a key role in the transmission of important messages, often preventing incorrect and damaging rumours. If people in the organisation are aware of the rules of communication in times of crisis, the organisation has a chance to minimize interpretations of what happened in the media.
16
Umar, Umar. "Female leadership in organisational communication perspective: A systematic literature review." Jurnal Studi Komunikasi (Indonesian Journal of Communications Studies) 5, no. 2 (June 30, 2021): 453–70. http://dx.doi.org/10.25139/jsk.v5i2.3508.
Full textAbstract:
This systematic literature review aimed to analyse the studies on organisational communication, especially female leadership. The data collection was conducted on Google Scholar, Researchgate, and other reputable journals using the following keywords: “female leadership in organisational communication,” “women, leadership and organisation,” and “organisation, leadership and gender.” From these searches, fifty articles were investigated for the role of female leadership in organisational communication perspective. The result indicates that women can carry out their role as leaders in line with the organisational transformations. As leaders, women must be able to become the main communicator in the organisation. The results also reveal that from the perspective of organisational communication, many female leaders use democratic leadership styles. In terms of Role Theory, we found that female leaders can carry out their roles well, thus positively impacting the organisation.
17
Meha, Arbresha. "Role of Communication and Interaction in Enhancing Organisational Performance." Technium Social Sciences Journal 14 (December 3, 2020): 228–35. http://dx.doi.org/10.47577/tssj.v14i1.2150.
Full textAbstract:
In circumstances of constantly changing concepts related to the organisation as well as the progress of its performance and behaviour, communication has become a focus of many researchers who have consistently analyzed it in relation to organisations of various forms. This study aims to assess the role of communication and interaction in enhancing organisational performance. This study involved 607 respondents employed in banks and insurance companies. The methodology used for this study was the integration of quantitative methods. We have used two instruments in this study, one questionnaire to measure the role of communication and interaction and the other one organisational performance.
18
Waititu, Paul. "Adopting Online Internal Communication within Organisations: An Overview." Jurnal Pengajian Media Malaysia 22, no. 2 (December 1, 2020): 61–75. http://dx.doi.org/10.22452/jpmm.vol22no2.5.
Full textAbstract:
Due to the rapid growth of digital technologies and the dynamics in the global business milieu, organisational communication has experienced complex changes as organisations become knowledge-based, in a bid to enhance their competitive advantage. Consequently, internal communication has metamorphosed to accommodate emerging online communication tools, platforms and linkages. In response to this, online internal communication is being engrained in the organisational culture and employees are now expected to adopt the same for their interactions. Certainly, the extent of online internal communication in the organisation determines the level of employees’ online interactions, their performance and productivity in this digital era. Consequently, effective adoption of online internal communication (OIC) tools enable organisations to operate more efficiently and successfully in the changing business environment. However, the efficiency of OIC depends how well these organisations are able to manage their employees’ online interactions for information and knowledge sharing and managing relationships. This article highlights the adoption of OIC in organisations and the influence of the new media technologies in enhancing internal communication in the Kenyan context.
19
John, Alison. "Internal communication and information integrity." Global Knowledge, Memory and Communication 69, no. 1/2 (September 12, 2019): 5–6. http://dx.doi.org/10.1108/gkmc-06-2019-0064.
Full textAbstract:
Purpose Internal communication and information integrity – a professional services approach to the impact of “fake news”. This paper aims to explain how to build internal communication so that staff can recognise real from fake and the impact that “fake news” can have on organisations through global media. Design/methodology/approach The author offers a personal perspective of the potential impact of “fake news” on an organisation, and of how internal communication can be built on trust and transparency. Findings Most effective internal communications are built on the authenticity of the brand. Staff can recognise internal “fake news” and become more adept at recognising other forms of fake news from a global media perspective. Originality/value This is a personal response to the subject of fake news and information integrity. The paper illustrates an internal communications perspective within a small academic organisation.
20
Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (July 22, 2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.
Full textAbstract:
The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational settings, and the factors influencing it. Organisational culture includes communication with clients (in the case of police, citizens) and the relating approach system. The organisational culture cannot be considered basically “good” or “bad”. There are external and internal metrics and requirements that reflect the state of a given organisation: they indicate the quality and quantity of value creation, the organisation’s acceptance in its environment as well as its necessity in the society. The organisational culture is optimal if it serves the organisation’s tasks, objectives, the fulfillment of its duties, an the maintenance of its expedience, as well as if it is supportive, creative and facilitating. In an optimal organisational culture, the interests are enforced between the groups and people in the organisation in a peaceful way, their work is effective and successful, all conditions are ensured, the staff is satisfied, and the organisation’s output is accepted, recognised and required in its external environment. These organisations are acknowledged by the citizens and operate in accordance with their environments.
21
OWENS, JONATHAN. "AN EVALUATION OF ORGANISATIONAL GROUNDWORK AND LEARNING OBJECTIVES FOR NEW PRODUCT DEVELOPMENT." Journal of Enterprising Culture 12, no. 04 (December 2004): 303–25. http://dx.doi.org/10.1142/s0218495804000166.
Full textAbstract:
This paper discusses New Product Development (NPD) Process and the perception required for effective NPD Learning (NPDL). A model of learning for NPD organisations is presented and the necessity to assess progression towards learning objectives at the individual, job and organisation level is shown. Three aspects of organisational groundwork are identified and discussed. These include developing the NPD process, implementing the NPD strategy and allocating resources for NPD and NPDL. Ten sets of learning objectives are identified and discussed. These are organisational analysis, barrier demolition, team working, flexible problem solving, use of advanced support tools, facilitating communication, maintaining communication, decision making, assessment of the NPD process and NPDL, and NPD risk analysis. It is proposed that adopting both an organisational needs analysis and individual needs analyses can support the development of NPD organisations. These analyses will identify the groundwork that should be undertaken by the organisation and the initial learning objectives for the individuals. The progression of NPD through the NPD process can then be assessed and implemented sufficiently.
22
Noor Khairin Nawwarah Khalid and Aini Maznina A.Manaf. "Managing Organisational Change: The Role of Polyphony and Emotional Reflexivity." Journal of Advanced Research in Business and Management Studies 34, no. 1 (February 21, 2024): 42–60. http://dx.doi.org/10.37934/arbms.34.1.4260.
Full textAbstract:
Despite the profound impact of polyphonic practices in helping leaders and organisational members to achieve a successful organisational change effort, many organisations are still unable to engage in excellent change communication activities. As such, the organisations will face difficulties in achieving their short and long-term goals, create more misunderstandings among employees, and diminish both employees and customers’ trusts. Previous research studies have also progressively highlighted cultural factors has been one of the influential factors that affect the communication behaviours of organisational members and leaders during change. Since research that focuses on middle managers’ polyphony practices especially those in a collectivistic society has been minimal, this research was conducted to examine how polyphonism is practiced by the studied organisation during organisational change. Using middle managers’ conversations on emotional reflexivity during change, this research was conducted to obtain a rich understanding on the studied phenomenon. Communicative Constitution of Organisations the Montreal School (CCO TMS) theory was used to guide the present research and semi-structured in-depth interviews with thirty middle managers of a Malaysian (aerospace component manufacturing) organisation were carried out. The data was analysed using thematic analysis. The data revealed polyphony are strongly enforced by the respondents and their leaders through five steps of practice: mutual recognition, mutual trust, dialogic sessions, mutual understanding, and mutual agreement. The respondents also acted as polyphonous leaders: leader and decision maker of subordinates’ interactions, and leader for ideas’ diversity. The themes also reflected the emotional reflexivity practiced by the respondents which are self-consciousness, empathy, self-control, motivation and social skills. This research helped to contribute new traits to the unique face of Malaysians’ identities. It also shows the importance in attending to middle managers’ conversations on change since middle managers’ acceptance towards change are being influenced from their emotional reflexivity and organisation’s polyphony practice.
23
Veerasamy, Dayaneethie, and Jeevarathnam Parthasarathy Govender. "E-Communication and Customer Satisfaction: a Case of the Mobile Telecommunications Industry in South Africa." Journal of Economics and Behavioral Studies 9, no. 2 (May 18, 2017): 189. http://dx.doi.org/10.22610/jebs.v9i2.1660.
Full textAbstract:
Electronic communication (e-communication) refers to communicating by electronic means, especially over computer networks. Organisations use the internet to distribute valuable content in a variety of ways including e-newsletters, articles, videos, webinars, chats, live online events, social networks and forums. Customer satisfaction measures how well the expectations of a customer concerning a product or service provided by an organisation have been met. Customers can be satisfied with more than just the organisation’s product offerings. Customers use the Internet to search for general information, instruction guides or tips that they consider interesting or valuable. They often base their buying decisions on what they find. Valuable content can result in positive advertising as customers share positive content-related experiences with others. It can also increase loyalty as customers start to view or perceive an organisation as an expert about industry-related topics. This paper examines the relationship between e-communication and customer satisfaction within the mobile telecommunications industry in South Africa. This research was quantitative, descriptive and cross sectional in nature. The study found that e-communication was being used by the majority of the service providers in the mobile telecommunications industry and that it led to increased customer satisfaction.
24
Amadu, Mohammed Faisal, and Bismark Kwaku Anyarayor. "Understanding the Influence of Communication on Employee Work Satisfaction: Perspectives from Decentralised Government Institutions in the Oti Region, Ghana." Education Research International 2022 (March 23, 2022): 1–11. http://dx.doi.org/10.1155/2022/5024703.
Full textAbstract:
The study examines the influence of organisational communication on employees’ work satisfaction drawing on perspectives from the Oti Regional Coordinating Council in Ghana. The descriptive survey method was adopted to gather data from 100 respondents who were selected through a probability sampling method. The study deplored the quantitative method of data analysis. The data derived for this study were analysed using both descriptive and inferential statistical tools. Statistical tools such as cross-tabulation, mean, standard deviation, and linear multiple regression analysis were used to analyse the data. Findings from the study show that the channels operational in the organisation as tools of communication are face-to-face discussions, e-mails, memos, departmental meetings, group/team discussions, in-house training sessions, management/employee briefing sessions, labour union meetings, suggestion boxes, notices, and assemblies. Further findings reveal that most of the employees are satisfied with the corporate communication tools used in the organisation. Findings reveal a significant relationship between organisational communication and employee motivation which further enhances employee job performance. Organisations that want to successfully retain a satisfied workforce must be willing to employ a communication style that is more participative and employee-supportive. Based on the study findings the following recommendation was made: organisations should ensure that their internal communication networks are coordinated by experts in corporate communication. This can be achieved by creating full-time jobs for people who have received training in the communication discipline.
25
Veerasamy, Dayaneethie, and Jeevarathnam Parthasarathy Govender. "E-Communication and Customer Satisfaction: a Case of the Mobile Telecommunications Industry in South Africa." Journal of Economics and Behavioral Studies 9, no. 2(J) (May 18, 2017): 189–200. http://dx.doi.org/10.22610/jebs.v9i2(j).1660.
Full textAbstract:
Electronic communication (e-communication) refers to communicating by electronic means, especially over computer networks. Organisations use the internet to distribute valuable content in a variety of ways including e-newsletters, articles, videos, webinars, chats, live online events, social networks and forums. Customer satisfaction measures how well the expectations of a customer concerning a product or service provided by an organisation have been met. Customers can be satisfied with more than just the organisation’s product offerings. Customers use the Internet to search for general information, instruction guides or tips that they consider interesting or valuable. They often base their buying decisions on what they find. Valuable content can result in positive advertising as customers share positive content-related experiences with others. It can also increase loyalty as customers start to view or perceive an organisation as an expert about industry-related topics. This paper examines the relationship between e-communication and customer satisfaction within the mobile telecommunications industry in South Africa. This research was quantitative, descriptive and cross sectional in nature. The study found that e-communication was being used by the majority of the service providers in the mobile telecommunications industry and that it led to increased customer satisfaction.
26
Foroudi, Pantea, and Elisa Montes. "Corporate e-communication." Bottom Line 30, no. 3 (November 13, 2017): 201–15. http://dx.doi.org/10.1108/bl-08-2017-0023.
Full textAbstract:
Purpose The purpose of this paper is to examine the influence of corporate logo in organisations’ development of corporate e-communication. Design/methodology/approach This research model was designed based on previous studies on corporate logo, its antecedents on e-communication, corporate image and corporate reputation. Online survey was conducted for consumers and followers of the shopping social networking platforms (Facebook and Twitter) in Colombia. Findings Taking into account previous corporate constructs theories, the authors propose a new conceptual framework to explain how corporate e-communication interacts within an organisation’s structure and also to show that the consumer’s interaction in corporate e-communication platforms is based on the corporate logo perception held by consumers; as a consequence, the corporate reputation is affected. Originality/value This study contributes to the understanding and expansion of the organisation’s structure by introducing a new corporate construct, named “corporate e-communication”, defined as the digital interaction that an organisation has with its stakeholders; it involves everything it says, shows and does. However, there are a few other areas of concern with regard to consequences related to corporate image and corporate reputation, particularly in Colombian retail setting.
27
Krupskyi, Oleksandr P., and Yuliia M. Stasiuk. "Storytelling as a tool for forming and supporting organisational culture in medical institutions." Communications and Communicative Technologies, no. 23 (October 17, 2023): 134–44. http://dx.doi.org/10.15421/292321.
Full textAbstract:
The article discusses the role and importance of storytelling in the context of creating and maintaining organisational culture in the healthcare sector. Medical institutions are constantly solving complex tasks related to the provision of high-quality medical care and interaction with patients and staff. In this regard, storytelling is an important tool, aimed at strengthening cultural values and adjusting goals.
The study examines the nature of organisational culture, its main components and culture, its main components and the peculiarities of its formation and maintenance in medical institutions. Organisational culture affects all aspects of business processes and is an important element of corporate identity, in particular in the healthcare sector. healthcare.
The authors determine that storytelling as a communication tool has become an important part of business communication and management in recent decades part of business communication and management practice in recent decades. Storytelling can be used to form common values and create meaningful narratives that promote cultural change and support the organisational organisational identity of healthcare facilities.
Stories in healthcare facilities reveal the specifics and uniqueness of the organisation, help to distinguish it from competitors from competitors and create a competitive advantage in the market. They form the organisation’s identity and the loyalty of employees and customers. Storytelling has an impact on on the organisational culture of a medical institution, promotes stability and highlights the unique character of the organisation character of the organisation; it allows to form values, beliefs and needs of of employees based on the institution’s mission. Storytelling is important for understanding medical discourse and the system of narratives in healthcare organisations. It supports or discredits official narratives or discredit them, depending on the perception of stakeholders. It is important that storytelling in healthcare facilities is accessible to all stakeholders and promote internal identification and loyalty to the institution.
Thus, storytelling is an essential tool for building and maintaining organisational culture in healthcare facilities, helping to create a unique identity and competitive advantage.
The article aims to stimulating discussion of the experience of using storytelling and further research of this important aspect of management in the healthcare sector. of healthcare enterprises.
28
Karhapää, Sari-Johanna, Taina Savolainen, and Kirsti Malkamäki. "Trust and performance: a contextual study of management change in private and public organisation." Baltic Journal of Management 17, no. 6 (November 28, 2022): 35–51. http://dx.doi.org/10.1108/bjm-06-2022-0212.
Full textAbstract:
PurposeAlthough previous studies have addressed the positive relationship between trust and performance, existing research has paid limited attention to management that shapes valued organisation behaviours important for effectiveness and wellbeing. This paper examines how organisational trust and performance unfold in the context of one private and one public sector case organisation in management change.Design/methodology/approachA multiple case study design using qualitative methods is applied to analyse textual data gathered from management and employee perspectives, juxtaposing private and public organisations.FindingsManagement change renewed decision-making in both organisations through role clarification. Through clearer roles, expectations were better managed in the collaborating units of a private organisation case and of the employees in a public organisation case impacting on organisational ability and predictability. Along with organisational communication, these develop trust which seems to be reflected in employee job performance at the organisational level.Originality/valueThis paper contributes to the gap in qualitative, empirical and contextual research by providing understanding about how intra-organisational trust is related to performance. Further, this paper sheds light on the vulnerability within an organisation during management change and adds to the somewhat scarce studies of relationships between trust and performance by juxtaposing the two contexts. Consequently, this enables one to reveal different approaches to trust and performance between the two sectors.
29
Hargie, Owen D. W., and Dennis Tourish. "Assessing the Effectiveness of Communication in Organisations: The Communication Audit Approach." Health Services Management Research 6, no. 4 (November 1993): 276–85. http://dx.doi.org/10.1177/095148489300600406.
Full textAbstract:
Within the past decade there has been an enormous growth of interest in the field of organisational communication. Numerous books, book chapters and journal articles have been devoted to this topic. However, much of this output has been at the level of common sense exhortation, has tended to be anecdotal, or at best has been based upon the personal experience of the authors. Certainly within the UK there has been little hard empirical research into the nature, flow and functions of communication within organisations. This paper proposes the introduction of a much more systematic methodology for the study of such communication, based upon what is known as the ‘communication audit’ approach. This approach is fully explained and the main methods employed in communication audits outlined, together with their relative advantages and disadvantages. It is also pointed out that audits are now widely employed to measure performance in other spheres of the organisation, such as finance, and it is argued that the implementation of this system to measure communication performance is therefore long overdue. The benefits for organisations of carrying out audits are highlighted and suggestions are made about possible future directions for research in this area.
30
Verster, R. "influence of organisational climate on communication in organisations." Communicare: Journal for Communication Studies in Africa 3, no. 2 (November 21, 2022): 42–49. http://dx.doi.org/10.36615/jcsa.v3i2.2152.
Full textAbstract:
The situation/environment in which a person finds himself, influences his behaviour - also his "communication" behaviour. A large part of this situation/environment in the organisational setting is accounted for by the organisational climate which is established and maintained in the particular organisation. In this paper the term organisational climate is defined and from the vast body of literature that exists on the topic, some common characteristics are emphasised. A model of organisational climate is presented, showing the components of organisational climate and their interaction and interrelatedness and how it affects communication in the organisation. The characteristics of a sound organisational climate will be stressed and reference will be made to some research in this field in the South African industry.
31
Lamprecht, J. A. "Opening address." Communicare: Journal for Communication Studies in Africa 3, no. 2 (November 21, 2022): 3–8. http://dx.doi.org/10.36615/jcsa.v3i2.2148.
Full textAbstract:
Organisational communication evolves around the forming of relationships between people who strive to achieve a common goal. To be successful, effective communication is a necessity in the modern organisation. Three factors that are closely linked to the effectiveness of organisational communication are discussed. Firstly, internal and external changes in the organisation can have an effect on the communication between management and worker. Secondly, the impact of communication and performance on productivity is highlighted. Thirdly, it was emphasized that the industrial training needs in South Africa demand effective communication
32
Ticehurst, Bill, and Cal W. Downs. "Professional Communication in Asia/Pacific Organisations: A Comparative Study." Journal of Intercultural Communication 1, no. 2 (September 20, 1999): 1–08. http://dx.doi.org/10.36923/jicc.v1i2.367.
Full textAbstract:
This paper addresses the role of professional communication in manufacturing organisations in Australia, Thailand and Korea. Professional communication is seen as intentional communication that has the objective of achieving strategic goals within organisational or professional contexts. Within this view, practitioners need to consider communication as a core organisational process, be able to link communication with organisational outcomes and strategies, and assess cultural influences on the ways organisations function effectively.
The research study examines three questions concerning the nature of the relationship between professional communication and other forms of organisational communication; the relationship between professional communication and organisational outcomes such as employees’ job satisfaction; and the consistency of these communication relationships across cultures. Responses of 2046 employees in Australia, Thailand and Korea to the Communication Satisfaction Questionnaire and a measure of job satisfaction were analysed to provide the research findings. Hofstede’s cultural characteristics in the workplace was used to provide a basis for cultural comparisons between the cultural groups.
The findings suggest there is a close relationship between dimensions of professional communication and other aspects of organisational communication. This relationship extends across the cultural groups involved in the study. The study found a number of professional communication dimensions to be significant predictors of job satisfaction in the organisations studied. Personal feedback and organisational integration were found to be the most important predictors across the three cultures.
It is concluded that it is essential that professional communicators understand the holistic nature of communication in organisations, and that they can make the link between communication and strategic goals. As such, there is a need to overcome the treatment of communication as a superficial aspect of organisational life, rather it needs to be seen as a core organisational process with multi-dimensional aspects. It is clear that although professional communication can be defined as a functional concept in organisational setting, its understanding and practice cannot be separated from, and is dependent upon, other communication activities in the organisation.
33
Badjie, Gibriel, Armanu Thoyib, Djumilah Hadiwidjojo, and Ainur Rofiq. "THE SEARCH FOR NEW MEASURES IN ORGANISATIONAL COMMUNICATION: A SYSTEMATIC LITERATURE REVIEW." Humanities & Social Sciences Reviews 7, no. 1 (August 2, 2019): 469–77. http://dx.doi.org/10.18510/hssr.2019.7153.
Full textAbstract:
Purpose of the study: Communication is a central pillar in organisation, yet little genuine communication takes place in the organisation. The purpose of the paper is to craft communication model that promotes routine information availability and accessibility by simplifying the approach to organisational communication through the leadership level, functional level and operational level.
Methodology: The study applied systematic literature review (SLR) or systematic research synthesis (SRS) as the approach to gather data, analyse to address the research query. The study method embraces the definition of SLR by Rousseau et al. (2008). The conditions for literature search electronically was done through multiple journal sites. The gathered published material dated between 1961-2018.
Main Findings: The paper put forward three propositions to establish the argument for organisational communication. The findings show that there is no definitive agreement what constitute organisational communication as it is given many names like internal communication, employee communication, corporate communication etc. There is total lack of structural approach to organisational communication.
Applications of this study: The paper refocuses organisational communication towards a three-tier approach and challenges leadership to communicate in tandem with managerial roles as purported by Mintzberg in order to give prominence to organisational communication.
Novelty/Originality of this study: The paper introduces three new dimensions as measures of organisational communication with a new perspective on leadership communication, where Mintzberg’s managerial roles were used as reference for leadership communication responsibility which is missing in today’s organisation. The new measures of organisational communication are leadership level, functional and operational level.
34
Smuts, Stefan, and Alta van der Merwe. "Key Industry 4.0 Organisational Capability Prioritisation towards Organisational Transformation." Informatics 11, no. 2 (April 2, 2024): 16. http://dx.doi.org/10.3390/informatics11020016.
Full textAbstract:
Industry 4.0 aids organisational transformation powered by innovative technologies and connectivity. In addition to navigating complex Industry 4.0 concepts and characteristics, organisations must also address organisational consequences related to fast-paced organisational transformation and resource efficacy. The optimal allocation of organisational resources and capabilities to large transformational programs, as well as the significant capital investment associated with digital transformation, compel organisations to prioritize their efforts. Hence, this study investigates how key Industry 4.0 organisational capabilities could be prioritized towards organisational digital transformation. Data were collected from 49 participants who had completed a questionnaire containing 26 statement actions aligned to sensing, seizing, transforming and supporting organisational capability domains. By analysing the data, statement actions were prioritized and operationalized into a prototyped checklist. Two organisations applied the prototyped checklist, illustrating unique profiles and transformative actions. The operationalisation of the checklist highlighted its utility in establishing where an organisation operates in terms of digital transformation, as well as what additional steps might be followed to improve its capability prioritisation based on low checklist scores. By understanding the prioritisation of Industry 4.0 capabilities, organisations could ensure that resources are allocated optimally for business value creation based on organisational capabilities prioritisation.
35
Goosen, C. J., T. J. De Coning, and E. V. D. M. Smit. "The development of a factor based instrument to measure corporate entrepreneurship: A South African perspective." South African Journal of Business Management 33, no. 3 (September 30, 2002): 39–51. http://dx.doi.org/10.4102/sajbm.v33i3.704.
Full textAbstract:
This article outlines a conceptual model of corporate entrepreneurship in which management’s influence on an organisation is highlighted. The model is intended to depict the organisational elements that relate to South African industrial organisations. Corporate entrepreneurship or intrapreneurship is represented by a set of three ‘key factors’. Two key factors were taken from the well researched ENTRESCALE (Knight, 1997) and focus externally. The other key factor focuses internally and represents management’s influence on structures and processes, and relations.The model encompasses product lines and changes, research and development leadership, new techniques employed in the organisation, the organisation’s competitive posture and its risk-taking propensity, its environmental boldness and the decision-making style of management in terms of external opportunities. The model also addresses internal structures and processes, as well as relations. It emphasises intrapreneurial goal setting, and promotes the use of a system that facilitates and manages creativity and innovation. It addresses an intracapital system to supply resources and it facilitates communication. The model allows for staff input to management, a degree of intrapreneurial freedom, a problem-solving culture and empowered staff. Finally, it provides for the championing of intrapreneurship by management.The model is tested in context. There is significant negative correlation between intrapreneurship and organisational age, but not between the intrapreneurship and organisation size. The intrapreneurship factors furthermore correlate significantly with the measure of share price volatility, β (Beta).
36
Rücker, Marius Sebastian. "A Critical Evaluation of the Psychological Contract as a Determiner of Behaviour in Organisations." International Journal of Human Resource Studies 8, no. 1 (January 2, 2018): 180. http://dx.doi.org/10.5296/ijhrs.v8i1.12403.
Full textAbstract:
Due to a perpetual increase in globalisation, it has become more significant to hire employees who believe in the corporate mission and values and to incentivise these employees to help the organisation to grow. This leads to the question whether and to which extent organisations can determine the behaviour of employees. One widely known concept of measuring and predicting the psychological satisfaction of members of an organisation is the psychological contract. Therefore, the aim of this research paper is to evaluate the psychological contract as a determiner of behaviour in organisations. In order to conduct this evaluation, different stages of the relationship between employees and organisations are examined. The evaluation of the psychological contract in regards to these different stages has led to the result that the psychological contract determines organisational behaviour though external influences and through internal communication of an organisation. In addition to that, the critical evaluation has shown that the psychological contract continues to be a field of interest in organisations in the future and for prospective examinations.
37
BIELICKA, Barbara, Agnieszka GOŹDZIEWSKA-NOWICKA, and Tomasz JANICKI. "Organisation’s communication activity and the level of process maturity – an empirical approach." Scientific Papers of Silesian University of Technology. Organization and Management Series 2021, no. 154 (2021): 7–19. http://dx.doi.org/10.29119/1641-3466.2021.154.1.
Full textAbstract:
Purpose: The authors aimed to identify the characteristics of a process organisation, and to determine the organisation's activity in various areas, including communication. Design/methodology/approach: The research methods used in the article was an online survey. Findings: The conducted research is the first step in assessing the relations that occur between the level of process maturity of an organisation and the level of communication activity. In the surveyed organisations there is a high awareness of the need and importance of processes. Research limitations/implications: The study of corporate image and the study of reputation and prestige in the area of internal communication activity. A group of about 64% of organisations declared such activity, although to varying degrees. About 33% of respondents declared these activities as strategic. It should be assumed that they are the result of image activities, activities focused on reputation and prestige. It can be assumed that these are activities of public relations or corporate communication. Admittedly, further research reveals the lack of certain processes, which are important and determine the strategic character of these activities (e.g., lack of CSR, lack of employer branding). Practical implications: Achieving more and more process maturity through process improvement should be treated as a cyclical activity, which is oriented towards the continuous search for better solutions. Organisations that intend to improve their processes, and thus gain greater process maturity, should continually take care to shape open communication, both within the company and in the external environment. Originality/value: Strategic achievement of an integrated state of internal and external communication is based on constructive dialogue and is determined by the number of different processes, the level of communication and the level of their process maturity.
38
Hodges, R. "People, communication and organisation." International Journal of Hospitality Management 4, no. 1 (January 1985): 46–47. http://dx.doi.org/10.1016/0278-4319(85)90044-1.
Full text
39
Horsley, Katrina. "Communication ? The vital link in best practice organisations." Australian Health Review 19, no. 4 (1996): 83. http://dx.doi.org/10.1071/ah960083.
Full textAbstract:
The critical issue of communication has been addressed by the Princess AlexandraHospital in Brisbane. The hospital commissioned a communications audit,benchmarked outside the health sector in the service industry, and designed andpiloted communication strategies at an organisational level and in selected clinicalsettings. The communications models developed have emphasised the importance ofplanning, evaluation and flexibility to enable the modification of communicationstrategies to continually improve communication in the organisation. It is envisagedthat regular communication assessments will be conducted with the use of audit toolswhich have been developed to compare results over time.
40
Bienkowska, Agnieszka, Katarzyna Tworek, Anna Zablocka-Kluczka, and Joanna Zimmer. "The role of crisis management in organisations functioning in COVID-19 pandemic conditions." E+M Ekonomie a Management 26, no. 4 (2023): 66–85. http://dx.doi.org/10.15240/tul/001/2023-4-005.
Full textAbstract:
The purpose of the paper is to analyse the influence of crisis management on job performance as well as indicate a mechanism, which supports such influence. The theoretical model was proposed based on a literature review, showing the role of organisational trust, organisational communication, knowledge sharing, job security and openness to change in shaping job performance by crisis management among organisations operating under COVID-19 pandemic conditions. The model was empirically verified based on a sample of 1,160 organisations operating in Poland, Italy and the USA during an active wave of the pandemic in 2021. The obtained results allow to confirm that crisis management significantly positively influences the job performance of employees in organisations operating under the dynamic and turbulent COVID-19 pandemic conditions. Moreover, such influence was proven to be mediated by organisational trust, organisational communication, knowledge sharing, job security and finally – openness to change. The performed analysis fills in the existing research gap and constitutes and important contribution to the field of crisis management. The results show that in order for crisis management to bring benefits to the entire organisation, employees need to go beyond the routines of their behavior and efficiently adapt to the changed conditions of the organisation. The openness to change becomes a de facto enabler of that. The obtained results also have practical implications, showing the mechanism through which crisis management impacts individual employees, allowing organisations to stimulate each factor and contributing to the possibility of ensuring more benefits coming from implementing crisis management.
41
Krywalski Santiago, Joanna. "The influence of internal communication satisfaction on employees’ organisational identification: Effect of perceived organisational support." Journal of Economics and Management 42 (2020): 70–98. http://dx.doi.org/10.22367/jem.2020.42.04.
Full textAbstract:
Aim/purpose – This paper bases on the social exchange and social identification theo-ries with the purpose of understanding if the internal communication helps to improve organisational identification, supplemented by the effect of perceived organisational support. The exact aim of this research is to gain a better understanding of the internal communication process from the employees’ perspective, and to explore how the satis-faction with internal communication influences employees’ attitudinal and behavioural responses. Specifically, this study tends to examine the effect of the satisfaction with internal communication on organisational identification. Subsequently, it also aims to investigate the mediating role of perceived organisational support.Design/methodology/approach – This study is operationalised through quantitative approach. The hypotheses were tested in a cross-sectional survey which was completed by 132 employees working in a variety of jobs and organisations in Portugal, mostly in the sector of transportations and storage. The research focused on employee satisfaction with the internal communication of the organisation for which they are working, meas-ured with the Internal Communication Satisfaction Questionnaire. The research model was analysed using SmartPLS, a structural equation modelling tool. Findings – The results suggest that the importance of how an organisation communi-cates internally is important to encourage the employees’ organisational identification. The results indicate also that there is a significant relationship between satisfaction with internal communication and perceived organisational support which mediates the rela-tionship of internal communication and organisational identification. Research implications/limitations – This research is cross-sectional, which limits the causality of its findings. Additionally, the use of filter-question caused a significant reduction in the reached sample size. Originality/value/contribution – This paper addresses the internal communication to investigate the employee-based perceptions. It proposes a conceptual model and supports it with empirical findings. As a result, this study addresses concerns that are the current management fads and addresses the research gap, as only a few empirical studies have previously examined the internal communication as an antecedent of organisational identification.
42
Kumar, A. Sumanth. "Aspect of Improved Scalability and Growth Potential in Virtual Organisation." Technoarete Journal on Advances in E-Commerce and E-Business (TJAEE) 1, no. 1 (February 15, 2022): 1–5. http://dx.doi.org/10.36647/tjaee/01.01.a001.
Full textAbstract:
The researcher has discussed the aspect of scalability and growth potential improvement for the virtual organisation. The organisation has used various types of technology such as information and communication technology, artificial intelligence and others to show how the technologies have affected scalability and growth potential for the virtual organisation. The researcher has also shown factors such as communication skills, work ethics differences, usage of various technology through the market's demand and others that are highly effective in the virtual organisation. The findings and discussion emphasises on corporate entrepreneurship along with innovation incurred through ICT where many managers have agreed that scalability and organisational performance can be improved through ICT innovation. Keyword : Scalability and growth potential, Technology, virtual organisation. Information and communication technology
43
Laing, Rachael, Sandra C. Thompson, Shandell Elmer, and Rohan L. Rasiah. "Fostering Health Literacy Responsiveness in a Remote Primary Health Care Setting: A Pilot Study." International Journal of Environmental Research and Public Health 17, no. 8 (April 16, 2020): 2730. http://dx.doi.org/10.3390/ijerph17082730.
Full textAbstract:
Primary healthcare organisations have an important role in addressing health literacy as this is a barrier to accessing and utilising health care. Until recently, no organisational development tool operationalising health literacy in an Australian context existed. This research evaluated the efficacy of the Organisational Health Literacy Responsiveness (Org-HLR) tool and associated assessment process in a primary healthcare organisation in the Pilbara region of Western Australia. This study utilised a sequential explanatory mixed methods research design incorporating the collection and analysis of data in two phases: (1) Pre- and post-survey data and; (2) seven semi-structured interviews. Survey results showed that participants’ confidence in core health literacy concepts improved from baseline following the intervention. Analysis of the interview data revealed participants’ initial understanding of health literacy was limited, and this impeded organisational responsiveness to health literacy needs. Participants reported the workshop and tool content were relevant to their organisation; they valued involving members from all parts of the organisation and having an external facilitator to ensure the impartiality of the process. External barriers to improving their internal organisational health literacy responsiveness were identified, with participants acknowledging the management style and culture of open communication within the organisation as enablers of change. Participants identified actionable changes to improve their organisational health literacy responsiveness using the process of organisational assessment and change.
44
Rimkunienė, Dalia, and Virgilija Zinkeviciute. "SOCIAL MEDIA IN COMMUNICATION OF TEMPORARY ORGANISATIONS: ROLE, NEEDS, STRATEGIC PERSPECTIVE." Journal of Business Economics and Management 15, no. 5 (September 2, 2014): 899–914. http://dx.doi.org/10.3846/16111699.2014.938360.
Full textAbstract:
Expansion of ”projectisation“ culture worldwide, ”internalization“ of projects and the inevitable growth of social media use globally calls for systematic and deeper insights from the strategic management viewpoint. Projects are defined as temporary organisations within various organisational bodies. In terms of the strategic management, temporary organisations are viewed as unique structural networking bodies that are anticipated to have their own strategy and management approach to meet project-based needs. Effective ”project communication“ plays a strategic role and can be an important enabler of social capital gains for organisations. Social media, as a new age phenomenon, are claimed to be the powerful mechanism that opens vast opportunities for collaborative communication. Their application in terms of temporary organisation is still underinvestigated area that lacks a researchers' attention. The aim of this research is to explore the potential of social media use in temporary organisations. The research study indicates that social media have a large potential for enhancing collaborative initiatives and collecting evidence for the strategic planning.
45
Crossman, Joanna E. "Being on the outer: The risks and benefits of spiritual self-disclosure in the Australian workplace." Journal of Management & Organization 21, no. 6 (March 4, 2015): 772–85. http://dx.doi.org/10.1017/jmo.2015.6.
Full textAbstract:
AbstractSelf-disclosure has been connected to a number of organisational benefits such as increased motivation, trust building, employee well-being, organisational identification, the communication of organisational values and commitment. Curiously, however, little work about self-disclosure has been published in management and organisation journals and still less that is concerned with spiritual self-disclosure, despite increasing employee diversity as globalisation intensifies.This paper reports on the analysis of semi-structured, qualitative, interview data collected from 40 Australian managers and professionals. The findings reveal that spiritual self-disclosure was largely perceived as taboo, ‘risky’ and stigmatising with the potential for negative consequences. These risks are all captured in the concept of being on the outer, a metaphor denoting marginalisation from the social, cultural and spiritual identity of the organisation. In contrast, ‘safe’, inclusive organisational cultures are likely to encourage spiritual self-disclosure and the benefits it can bring to employees, managers and organisations.
46
Georgiadou, Elli, Kerstin Siakas, and Bo Balstrup. "The I5P Visualisation Framework for Performance Estimation through the Alignment of Process Maturity and Knowledge Sharing." International Journal of Human Capital and Information Technology Professionals 2, no. 2 (April 2011): 37–47. http://dx.doi.org/10.4018/jhcitp.2011040104.
Full textAbstract:
This paper argues that Knowledge Management (KM) and Knowledge Sharing (KS) are strongly linked to organisational maturity. The mechanisms that enable this upward movement and depict measurable effects of performance as the organisation climbs from ad hoc levels to institutionalised high levels of process maturity are investigated. The I5P visualisation framework which aligns a Knowledge Sharing level to the appropriate maturity level and characterises the process from incidental to innovative is examined. This framework provides the basis, in terms of preparedness and disposition towards knowledge sharing, for estimating and measuring organisational performance. In today’s competitive global business environment organisations are increasingly dependent on Information and Communication Technologies (ICTs) and particularly vulnerable to knowledge dilution. The framework links knowledge sharing to process maturity providing a framework that aims to encapsulate tacit accumulated knowledge in the organisation by preserving it for future needs. The framework will be useful to Information Technology (IT) organisations that are familiar with maturity models, such as CMMI.
47
Jayadi, Jayadi. "Determinan Kepuasan Kerja Karyawan: Analisis Konseptual." Labs: Jurnal Bisnis dan Manajemen 28, no. 2 (June 6, 2023): 14–21. http://dx.doi.org/10.57134/labs.v28i2.47.
Full textAbstract:
Innovation is becoming even more important as the environment undergoes a change of pace. Most of the best sources of innovation are likely to be ideas created in an organisation, usually by its employees. The result of this could be job dissatisfaction, due to excessive turnover and poor productivity which can have a severe impact on the organisation. Understanding why employees do not feel satisfied with work is very important, since it will help to determine the reasons and areas in which they are unhappy. In order to improve the level of employee satisfaction, change and adaptation of organisational policies, organisation structure and employment patterns may be made by means of this understanding. The three most important factors affecting job satisfaction in the workplace were concentrated on by this study, which are working stress, lack of communication and pay. In general, a factor affecting job satisfaction was considered to be the stress of work. It is more likely that an employee will not feel happy and fulfilled with his job, when stress levels are high. Employees are less satisfied with work as they tend to take part in a lower level of activities when feeling neglected, because communication is lacking or poorly communicated. Moreover, a lack of communication may also lead to confusion between the management and other staff throughout the organisation which could give rise to feelings of frustration or resentment. As employees, and as human beings, they should be treated with respect. A healthy remuneration scheme, where there is scope for bonuses and increases in salary, can contribute to employee satisfaction and organisational retention. Knowing the factors, organisations may be aware of symptoms before they occur and have taken steps to ensure that their employees attain a good level of satisfaction at work. The long-term solution to retention of talent and improved performance and efficiency is job satisfaction, enabling organisations to survive and grow their businesses.
48
Bhakta Bhandari, Roshan, Christine Owen, and Benjamin Brooks. "Organisational features and their effect on the perceived performance of emergency management organisations." Disaster Prevention and Management 23, no. 3 (May 27, 2014): 222–42. http://dx.doi.org/10.1108/dpm-06-2013-0101.
Full textAbstract:
Purpose – This study reports on a survey of experienced emergency management personnel in Australia and New Zealand to identify the influence of organisational features in perceived emergency management performance. The purpose of this paper is to analyse the influence of organisational features in emergency response performance and to discuss how this knowledge can be used to enhance the response capacity of emergency services organisations. Design/methodology/approach – Based on a review of the literature, a conceptual theoretical model for organisational performance is first developed based on four organisational features found to be previously important in emergency management organisation. These are, adaptability, leadership, stability (mission and direction) and stakeholder communication. An organisational survey was distributed to all 25 fire and emergency services agencies in Australia and New Zealand which included indicators of these elements. Responses were received from experienced emergency management personnel from fire and emergency services agencies. The sample was stratified into the three main organisational types, namely, established, expanding and extending organisations. Findings – The findings reveal that the predictive significance of organisational features in emergency response performance vary among established, expanding and extending organisations. The predictive significance of stability, adaptability and leadership for perceived success is strong in all organisational types. It is interesting to note that the predictive significance of communication with external stakeholders is low in all organisation types. This indicates the preference of emergency services agencies to look internally within their own operations than externally to build relationships with different specialism. Originality/value – The theoretical model in this study makes a first attempt to understand the role of organisational features in emergency response performance of organisations in Australia and New Zealand. This work contributes to theorizing emergency operations by highlighting how organisations need to manage two orientations simultaneously: their own internal as well as external orientations, together with their processes for managing both mission and direction and the need for change and flexibility.
49
Stroh, Ursula. "Communication management in a millennium of chaos and change." Communicare: Journal for Communication Studies in Africa 17, no. 2 (October 31, 2022): 16–41. http://dx.doi.org/10.36615/jcsa.v17i2.1855.
Full textAbstract:
Changes occur in organisations because of changes in the environment.Conflicts arise between the organisation and internal and externalstakeholders of the organisation because of these uncontrolledinfluences. Small points of disorder may easily escalate into disorderedcrises and chaos (bifurcations and the butterfly effect). Communicationmanagement - and specifically constructive conflict management - couldlead to 'positive chaos' and a culture (strange attractor) of constantchange. Positive chaos implies an unstable, seemingly disorderedsituation that could bring about productive, creative, and improvedresults. Communication management could be used by organisations toreorganise themselves out of disorder and chaos by facilitating conflictsand diversity. Strategic planning will become even more important, butwill have to change from the basic premise of control and prediction toscenario planning, and the emphasis will be on relationship building.
50
Anger, Isabel, and Christian Kittl. "Encouraging User-Generated Content with a Conceptional Social Media Communication Process Model." International Journal of E-Entrepreneurship and Innovation 3, no. 1 (January 2012): 33–41. http://dx.doi.org/10.4018/jeei.2012010103.
Full textAbstract:
Internet phenomena like Facebook or Twitter hold great potential for companies. The 21st century’s social networks are platforms for the (semi) public exchange of information that is produced and consumed by users alike. For an organisation, taking an active part in these conversations can support the efforts to gain more trust, co-shape the organisation’s image and obtain knowledge from user-generated content. User-generated content can help optimise processes and act as a testimonial for the organisation’s services and products. This work offers an outline of motivation for, types and use of user-generated content in Social Media and provides a conceptional process model facilitating external knowledge management within organisational communication measures in Social Media.