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Journal articles on the topic 'Management and communication'

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Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Tyshchenko, Svitlana. "Ethics if Business Communication in the Management if Mass Communications." Modern Economics 28, no. 1 (August 20, 2021): 147–52. http://dx.doi.org/10.31521/modecon.v28(2021)-21.

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Abstract. Introduction. At the current stage of development of economics, education, science and technology, the role of communication in interpersonal and business interaction of people is of particular importance, and therefore the urgency of training future professionals in the new environment is growing. There is a need to conduct research and reveal the essence of the concept of mass communication management. It should be noted that communication is seen as a complex multifaceted process of establishing and developing contacts between people, which generates the needs of joint activities and which includes the exchange of information, development of a common strategy of interaction of perception and understanding of another person. Purpose. The aim of the article is to generalize scientific ideas about the theoretical aspects of business communication ethics in mass communication management. Results. In order to form the methodological foundations of the new paradigm of mass communication management, there is a need to analyze the basic categories of communication. Research shows that there are different approaches to defining the categories of “interaction”, “communication” and their role in the management of mass communication. As a result of the research the main features of business communication, its types and forms are singled out. It is determined that communication is a complex process that consists of interdependent aspects, where one of the most important is the ethics of business communication. All information processes in society, we can refer to the term “social communication”. Thus “business communication” is defined as communication which purpose is the organization and optimization of industrial, scientific, commercial or other activity where interests of business, instead of concrete interlocutors come first. Conclusions. It is obvious that the importance of communication in business at the present stage of development of society is constantly growing. This process is explained by the fact that the interaction of communicators in the process of communication inevitably implies their certain mood, moral readiness to participate in the communication process. Such readiness often (and always in the process of business communication) acquires a conscious, volitional character, although sometimes it appears as something deeper, as a kind of subconscious entity. The importance of communication in management is explained by the achievement of the goal both in the organizational process of the enterprise and in the effective exchange of information. We are convinced that business development is possible with the introduction of effective communications as the main tool of the manager.

2

Abramova, L. "COMMUNICATION MANAGEMENT VIA NEUROGRAPHICA." East European Scientific Journal 4, no. 12(76) (January 28, 2022): 51–54. http://dx.doi.org/10.31618/essa.2782-1994.2021.4.76.220.

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The article presents information regarding communications at the society; conflicts and conflict situations; causes of conflicts and strategic plan of resolving; neurographica and its methods, resolving conflicts and conflict situations; management communication via neurographica

3

Dajnoki, Krisztina. "Connection Between Leadership and Communication." Acta Agraria Debreceniensis, no. 10 (May 11, 2003): 248–55. http://dx.doi.org/10.34101/actaagrar/10/3502.

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Discussing communicationis not an easy job as it is about one of the most important symptomps of life, which plays an important role in all social humanic processes. Ways and devices of communication, communicational system of society developed – while in constant connection – with daily activity, social relations, bodies and structure of society.Communication takes a prominent part in all forms of management. By the help of this article I would like to demonstrate what importance communication has according to literarure and what relationship can be experienced between communication and management. Is D’Aprix statement reliable saying “communication is management or more properly drafted management is communication”?!

4

Prokopchuk, О. T. "Communications in insurance management." Collected Works of Uman National University of Horticulture 2, no. 99 (December 22, 2021): 211–22. http://dx.doi.org/10.31395/2415-8240-2021-99-2-211-222.

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Communications are a connecting element of the management process. Management activities are inextricably linked with the need for constant exchange of information (communicative activities) to coordinate the work of units of the organization and individuals, aimed at achieving common goals. The article is devoted to the consideration of communication issues in modern insurance organizations with an emphasis on their essence, key elements and main stages of the communication process. The essence of communications in the categorical section is clarified and scientific approaches to the formation of the definition of this category are generalized. Thus, it is determined that communication is a process of exchanging ideas and information, which ultimately leads to mutual understanding. This interpretation of the concept of communication is shared by most domestic researchers who have studied the outlined issues. The types, kinds and classes of communications of the insurance company are investigated. The range of communication tasks is outlined and the set of functions of the latter in the management process is determined. The study allowed to form four key tasks of communications in the management process: a combination of all elements of the management process; assistance in making management decisions; providing information on the entire management process; ensuring interpersonal relationships in the team. According to the results of the study, the key functions of communications in the management process include: managerial, informative, emotional, control and factual. The key stages of the communication process are considered, of which according to the results of the research four are singled out: the first – formulation of the idea and selection of information; the second – coding and channel selection; the third is transmission and the fourth is decoding. It is established that communication as an exchange of information between people (or groups of people) has three aspects that are most important for assessing the content of management activities, each of which is considered from the normative-organizational and individual-psychological positions. In the first case, communication is determined by its objective organizational forms, the requirements for the effective implementation of a rational communicative process. The second aspect of communication is based on the psychological characteristics of communication partners and explains a number of important features of interaction, including those that hinder the effective development of communication. According to the results of the study, it is determined that communication is a semantic aspect of social interaction, one of the most common characteristics of any activity, including management. It is a modern form of political, scientific, organizational and technical force in society, through which the organization is included in the external environment, the exchange of views or information to ensure mutual understanding.

5

Vlăduţescu, Ştefan, Claudiu Marian Bunăiașu, and Alexandru Constantin Strungă. "Decision Communication in Education Management." International Letters of Social and Humanistic Sciences 44 (December 2014): 53–60. http://dx.doi.org/10.18052/www.scipress.com/ilshs.44.53.

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In the decision making process in education management, the communicational component has an important role. Communication is the sine qua non factor of the decision. Since it takes place in the decision situation, the type of communication that permeates the processes of making and implementation of managerial decisions was named decision communication.

6

I, Lebid, Tkachenko V, Lysak R, and Khrutba A. "PROJECT COMMUNICATION MANAGEMENT METHODS." National Transport University Bulletin 1, no. 46 (2020): 174–82. http://dx.doi.org/10.33744/2308-6645-2020-1-46-174-182.

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The effectiveness of the process of solving contemporary social problems is greatly enhanced by the application of models and methods of project management. Projects that have many stakeholders and project team members from various industries have gained considerable popularity and are called distributed. Higher education institutions often introduce “flexible projects” into the educational process, which, when preparing specialists for different industries, contribute to the formation of their respective competences. The process of implementing such projects goes through mini-cycles and involves a complex and extensive communication system, especially with the external environment. The purpose of the work is to choose the method of communication management in different types of projects. The features of communication management in flexible projects are defined in the article and the analysis of existing methods of communication on the example of environmental educational projects is carried out. The method of expert evaluation has identified effective methods of communication in flexible projects, namely educational, environmental and scientific, since the success of their implementation is the basis for the further formation of a stable internal environment of our country. For educational and scientific projects, the most effective are the written methods of communication, while the implementation of environmental projects, electronic communications are the most successful. KEYWORDS: COMMUNICATION MANAGEMENT, FLEXIBLE PROJECTS, ENVIRONMENTAL PROJECTS, EDUCATIONAL PROJECTS, RESEARCH PROJECTS, COMMUNICATION PROCESS.

7

Versano, Tsahi, and Brett Trueman. "Expectations Management." Accounting Review 92, no. 5 (November 1, 2016): 227–46. http://dx.doi.org/10.2308/accr-51644.

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ABSTRACT This paper analyzes a manager's optimal expectations management strategy in a setting in which the manager provides forecast guidance to an analyst both privately and publicly. Conventional wisdom suggests that managers use private communications with analysts and public earnings forecasts interchangeably to guide analysts' earnings forecasts downward toward lower earnings targets. Our analysis shows that in markets with rational investors, private and public guidance play very different roles in managing expectations, and that managers benefit from downward guidance only in their private communication with analysts. In their public forecasts, they benefit from introducing an upward bias. We explore how the effectiveness of the private and public channels in communicating information to analysts affects managers' incentive to engage in expectations management, and provide a number of empirical predictions. Among other results, we show how reducing private communication between managers and analysts (through means such as Regulation Fair Disclosure) can increase price efficiency, weaken managers' motivation to engage in private, as well as public, expectations management, and increase managers' motivation to provide public disclosures.

8

Cristòfol, Francisco. "Digital communication management." Chasqui. Revista Latinoamericana de Comunicación 1, no. 141 (November 30, 2019): 411–12. http://dx.doi.org/10.16921/chasqui.v0i141.3808.

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9

Эпштейн, Дэн. "Communication management processes." Управление проектами и программами 1 (2021): 54–68. http://dx.doi.org/10.36627/2075-1214-2021-1-1-54-68.

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10

Gurău, Călin, and Nawel Ayadi. "Political communication management." Journal of Communication Management 15, no. 1 (February 15, 2011): 5–22. http://dx.doi.org/10.1108/13632541111105222.

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11

Patel, Ahmed. "Communication networks management." Computer Communications 10, no. 6 (December 1987): 313. http://dx.doi.org/10.1016/0140-3664(87)90250-7.

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12

Ruehl, Christopher Hendrik, and Diana Ingenhoff. "Communication management 2.0." Journal of Communication Management 21, no. 2 (May 2, 2017): 170–85. http://dx.doi.org/10.1108/jcom-07-2016-0056.

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Purpose The purpose of this paper is to investigate how and why individuals use corporate pages on Facebook with the aim of developing a usage-specific inventory of incentive factors which describe brand page utilization for consumption, participation and production behavior. Design/methodology/approach A combined perspective of uses-and-gratifications (U&G) and social cognitive theory (SCT) was applied to develop three models of brand page behavior. Based on a literature review, an online survey (N=215) was conducted. Exploratory factor analyses identified motivational factors based on SCT incentive dimensions, which were cross-validated using confirmatory factor analysis (CFA). Findings Results indicate that consumption behavior can best be explained by activity, self-reactive-novel and monetary incentives. Status incentives, practical-novel and self-reactive-idealistic incentives drive participation. Production behavior is best explained by social, self-reactive and status incentives. Practical implications The models’ strategic implications for integrated communication management are discussed. Originality/value The results suggest interconnections of incentive dimensions unique to brand page usage, which have not yet been explored in any research.

13

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.

14

Arbi, Armawati. "Governmental Communication Strategies in Socializing Waste Management." International Journal of Social Science and Humanity 6, no. 8 (August 2016): 643–52. http://dx.doi.org/10.7763/ijssh.2016.v6.726.

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15

Casamayor, Aymeé, Alianis Silveira, Margarita Fajardo, Rolando Rill, and Alberto Breff. "Intra-University Communication Management with Process Approach." Contemporary problems of social work 4, no. 2 (2018): 114–22. http://dx.doi.org/10.17922/2412-5466-2018-4-2-114-122.

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16

Petersons, Andris, and Ilkhom Khalimzoda. "Communication privacy management of students in Latvia." Problems and Perspectives in Management 14, no. 2 (June 6, 2016): 222–27. http://dx.doi.org/10.21511/ppm.14(2-1).2016.11.

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The lack of communication privacy boundaries among students and the fault of self-disclosure are two main reasons for unforeseen distress, broken relationships and trust, vulnerability and conflicts in universities. Based on S. Petronio’s theory of communication privacy management this research investigates the interaction of domestic students and foreign students in Latvia with their peers in order to set up privacy and disclosure boundaries that do not violate peer privacy, especially in a sensitive multicultural context. In fact, the presence of private information and the willingness to disclose it is often confronted with numerous privacy dilemmas and issues regarding their secureness, especially in universities where peers are young with different cultural backgrounds. This article analyzes the privacy management skills of locals and foreigners and reveals how security of information is managed between them stemming from social penetration and communication privacy management theory. Privacy management is significant in facing the dilemma of communication privacy and facilitates solving already existing problems of privacy among students

17

PANCHENKO, Mariia, Olena OLEINYKOVA, and Stanislav IVANOV. "Communication processes in system management." Economics. Finances. Law, no. 12/2 (December 28, 2019): 26–29. http://dx.doi.org/10.37634/efp.2019.12(2).5.

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Introduction. The paper examines organizational communication capacities that are studies as a signifi cant component of organization strategic potential. The purpose of the paper is to define the structure and content of organizational communication capacities and identify methods for assessing them. The author combines three research areas: assessment and analysis of organization communication capacities, organization communication strategy development, and organization willingness to change. Results. Two groups of organization communication capacities are revealed, that represent different approaches to strategic development of organization communication capacities. The fi rst group relies on the long-term planning of using external resources, the second promotes changes in the organization. The author presents criteria for assessing organization communication capacities skills that ensure fl ow of resources to the organization. Using the modern concept of information transparency the author highlights universal (common to different legal and business entities and partners) communications that shape business image of a transparent enterprise. Basic and additional components of the customer-oriented communication impact are studied, organization communication capacities that promote organizational change are described. Conclusion. Organizational capabilities are the actual article of research both from the point view of dynamics scientific publications and from the point of view the confession of importance of this aspect of strategic management.

18

Kraljević, Slavka, and Andrea Russo. "Communication in the Management Process - Productive Communication." Journal of Maritime & Transportation Science 62, no. 1 (August 2022): 111–24. http://dx.doi.org/10.18048/2022.62.07.

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Communication as a process of information sharing is a key segment of all management functions. Insufficient or poor-quality information sharing suggests unproductive communication. Globalization and development of modern, sophisticated technologies allow management to adapt and create productive work communication. Considering the statements above, in this paper, the emphasis will be on showing aspects of productive communication considering a maritime organization reflecting metacommunication as a tool for improving communication skills. This paper will descriptively explain the process of communication in the organization, the ways and actions a manager must take as his activities in the function of business success, and how to improve communication to maximize productivity with the main goal of incorporating metacommunication in an organization. For such, pilot research was conducted on Graduate students of the Faculty of Maritime Studies in Split, majoring in Maritime Management (imagining students as employees and professors as managers), which showed that 75% know the concept of metacommunication, but only 51% use metacommunication with their colleagues as a part of productive communication.

19

Сільченко, Р. Ф. "Concept of communication management in information and communicatio projects." Humanities Bulletin of Zaporizhzhe State Engineering Academy, no. 68 (March 1, 2017): 254–61. http://dx.doi.org/10.30839/2072-7941.2017.94514.

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Изаак and S. Izaak. "Communication in State and Municipal Management." Modern Communication Studies 5, no. 6 (December 17, 2016): 8–11. http://dx.doi.org/10.12737/22771.

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The article notes that in the context of significant changes related to the post-industrial social development taking place in society, as well as rapidly emerging information society, an urgent issue is the formation of communications. It is shown that the implementation of management functions is associated with the effective organizational communication at all levels. Communication is an important factor in the integration of state and municipal management. It is also noted that coordination activities aimed at the coordination of actions to achieve the goals of state and municipal management system development, provides communications, which promote the connection of all elements of the management system and their interaction through a properly organized information transfer.

21

Mihai, Roxana-Lucia. "Corporate Communication Management. A Management Approach." Valahian Journal of Economic Studies 8, no. 2 (October 1, 2017): 103–10. http://dx.doi.org/10.1515/vjes-2017-0023.

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Abstract Managerial communication assumes the analyses of the managers’ communicational behaviour, which has as aim fulfilling of tasks and organizational objectives, by working with people. A major objective is: to develop and share the necessary knowledge for growing managerial efficiency - (Smeltzer, 1996). As some of the specialists have noticed, (Smeltzer 1983), The management sees communication as tool for achieving the aim, something that is needs to be used in relation with the objectives organization has, taking in consideration the issues related with the analysis of costs and benefits. Various studies have searched to look into this domain within the frames of social responsibility, which does not ignore the responsibility to have respect for the people as well as for the planet. Managers are people which have responsibilities for taking decisions, for the organization as well as for their subsidiaries (Hill, 2003). Those people are spending a large part of their time interacting with various types of public, with the structuring of the problems which appear on the various processes, as well as with the establishing of the strategic and main financial decisions and company objectives. The company success assumes the development, motivation and in the very end keeping close well performing employees. It is also necessary that managers are keeping themselves extremely connected to the informational sources in order to be able to react as soon as possible and eventually adjust the objectives and the strategy (Suchan 2006).

22

Ishak, Aswad. "Peran Public Relations dalam Komunikasi Organisasi." Jurnal ASPIKOM 1, no. 4 (January 21, 2012): 373. http://dx.doi.org/10.24329/aspikom.v1i4.38.

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Organization is currently experiencing growth and remarkable development. An increasingly diverse public characters, both interal and external, require special handling in communicating to them. Communication activities of the organization is a strategic communications activities that need to be run by the organization. This communication activities involving management as important decision makers in the organization. Through public relations activities of the organization’s strategic communication can run well. Public relations must have the full support of management to be able to carry out the task.

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Alifanova, T. I. "Effective Management of Crisis Communications." Management Science 11, no. 3 (October 7, 2021): 61–70. http://dx.doi.org/10.26794/2404-022x-2021-11-3-61-70.

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In a view of the fact that in modern realities of post-industrial information society, the share of intangible assets in the companies' value has significantly increased. The monetized value of an organization's reputation is a part of such assets which is mainly determined by external communications had arised an issue of ensuring reputation security that has become especially relevant. One of justifications for need to apply crisis communication management is also changed direction of modern business. The reason for the change in modern concepts of effective business management was the new criteria for the service sector efficiency, which is a consequence of intense competition inherent in this highly profitable field of activity, which increases the importance of reputation issues. In turn, the abstract concept of a company's reputation is formed by specific parameters that are important for target audiences and are expressed in the numerical characteristics of the value of intangible assets. Considering the fact that intangible assets often make up a significant part of the companies' value and determine their financial performance, the issues of managing the value of these assets represent one of the most responsible tasks of modern management. There is a definition of the concepts of crisis, crisis communication and communication management as an integral component of crisis management of an organization is given in the terminology of leading Russian and foreign academics. The paper shows the successful result which is critically dependent on communication management effectiveness. Thus, the subject of the study is crisis communication management; the goal is to build a model for analyzing the effectiveness of managing crisis communications. The achieving method of that is to use a mathematical apparatus similar to the apparatus of multi-discriminant analysis (MDA) of Professor Edward Altman. The scientific novelty consists in the application of numerical methods for analyzing the effectiveness of crisis communications, and the result is in describing a model for analyzing the effectiveness of managing crisis communications. The use of the model for analyzing effectiveness of crisis communication management would provide an organization with the opportunity not to lose the achieved level of capitalization, provided that the reputation/communication component is effectively used in its crisis management.

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Anderson, Mary Ann, Lelia B. Helms, and Norma R. Kelly. "Realigning the Communication Paradigm in Nursing Case Management." Care Management Journals 5, no. 2 (June 2004): 67–72. http://dx.doi.org/10.1891/cmaj.5.2.67.66285.

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Communication underlies all of case management (CM), and better comprehension of the processes of communication within the context of the CM role may facilitate positive patient and organizational outcomes, and assist providers and policy makers in designing effective CM systems. Thus, the purpose of this qualitative, pilot project was to explore dimensions of communication of the nurse case manager role within a hospital setting. The results describe a “hub and spoke” model of communications and suggest the utility of this familiar model for understanding the communication dynamics for those who work as nursing case managers in hospital settings. Findings suggest that nurse case managers are at various times both advocates and mediators—communications roles that may encompass somewhat contradictory demands and perspectives.

25

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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Konert, Bertram. "Media Management & Communication." MedienWirtschaft 17, no. 2-3 (2020): 75–77. http://dx.doi.org/10.15358/1613-0669-2020-2-3-75.

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Die hohe Komplexität und Nicht-Linearität der fortschreitenden digitalen Transformation von Produkten und Märkten benötigt nachhaltige berufliche und wissenschaftliche Qualifikationen zur Gewährleistung einer adäquaten Zukunfts- und Wettbewerbsfähigkeit von Unternehmen. Dies gilt für die Medien- und Kommunikationsbranche schon seit längerer Zeit in besonderem Maße. Mit Blick auf diese Herausforderungen hat die HSBA ihren seit 2005 bestehenden medienbetriebswirtschaftlich ausgerichteten dualen Studiengang in den vergangenen Jahren kontinuierlich weiterentwickelt. Im Studienjahr 2018 ist die bisher umfangreichste Reorganisation umgesetzt worden. Die Kernpunkte dieser bereits akkreditierten Neukonzeption und die damit verbundenen Überlegungen werden in diesem Artikel skizziert.

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ZASKÓRSKI, Piotr, Wojciech ZASKÓRSKI, and Konrad LIPNER. "Communication management in projects." Nowoczesne Systemy Zarządzania 9, no. 1 (January 1, 2015): 103–26. http://dx.doi.org/10.5604/18969380.1159461.

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Larson, Tim, and Jim Potter. "Integrated Marketing Communication Management:." Journal of Nonprofit & Public Sector Marketing 3, no. 2 (July 25, 1995): 23–36. http://dx.doi.org/10.1300/j054v03n02_03.

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Lahiri, K., S. Dey, and A. Raghunathan. "Communication-based power management." IEEE Design & Test of Computers 19, no. 4 (July 2002): 118–30. http://dx.doi.org/10.1109/mdt.2002.1018140.

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Cyphert, Dale, Elena Nefedova Dodge, and Leslie K. Duclos (Wilson). "Developing Communication Management Skills." Business and Professional Communication Quarterly 79, no. 4 (September 23, 2016): 416–41. http://dx.doi.org/10.1177/2329490616660815.

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The value of experiential learning is widely acknowledged, especially for the development of communication skills, but students are not always aware of their own learning. While we can observe students practicing targeted skills during the experiential activity, the experience can also color their explicit understanding of those skills. Transfer of applied knowledge to managerial contexts requires an explicit grasp of the skills as appropriate solutions to the problems they encounter within the experiential team. This article reports the adaptation of assessment processes to encourage the reflection steps necessary for developing the desired managerial perspective on team communication.

31

Mckie, David. "E-Scaping Management Communication." Management Communication Quarterly 14, no. 4 (May 2001): 637–43. http://dx.doi.org/10.1177/0893318901144007.

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Reinsch, N. Lamar. "Management Communication Ethics Research." Management Communication Quarterly 9, no. 3 (February 1996): 349–58. http://dx.doi.org/10.1177/0893318996009003004.

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Garman, Andrew N., Kristine D. Fitz, and Maria M. Fraser. "Communication and Relationship Management." Journal of Healthcare Management 51, no. 5 (September 2006): 291–94. http://dx.doi.org/10.1097/00115514-200609000-00004.

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Brashers, Dale E. "Communication and Uncertainty Management." Journal of Communication 51, no. 3 (September 1, 2001): 477–97. http://dx.doi.org/10.1111/j.1460-2466.2001.tb02892.x.

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Haire, Jean. "Communication and trauma management." Emergency Nurse 6, no. 5 (September 1998): 24–30. http://dx.doi.org/10.7748/en1998.09.6.5.24.c1237.

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Grandien, Christina, and Catrin Johansson. "Institutionalization of communication management." Corporate Communications: An International Journal 17, no. 2 (April 27, 2012): 209–27. http://dx.doi.org/10.1108/13563281211220247.

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Hill, J. O. "EPICS communication loss management." Nuclear Instruments and Methods in Physics Research Section A: Accelerators, Spectrometers, Detectors and Associated Equipment 352, no. 1-2 (December 1994): 218–20. http://dx.doi.org/10.1016/0168-9002(94)91505-9.

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Guzley, Ruth M. "Cross-cultural management communication." International Journal of Intercultural Relations 16, no. 4 (September 1992): 455–60. http://dx.doi.org/10.1016/0147-1767(92)90034-r.

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Herman, Achmad. "Indonesian government’s public communication management during a pandemic." Problems and Perspectives in Management 19, no. 1 (March 3, 2021): 244–56. http://dx.doi.org/10.21511/ppm.19(1).2021.21.

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The COVID-19 pandemic has triggered a health emergency as a vaccine for it has not been found yet requiring the government to seriously manage it. Therefore, the government needs to effectively implement non-pharmaceutical measures. One of the measures to suppress the spread of the virus is public communication. The government’s public communication in dealing with COVID-19 has faced problems resulted in low public discipline and awareness thus far. This study used a quantitative approach with descriptive statistics analysis. The analysis does not generalize the result but it can explain the characteristics of the sample to formulate the meaning of the result. The findings show that the public communication management of the government of Indonesia has not been effective because the dissemination of public information is diverse and inconsistent. This is because the government gives freedom to various media to provide information to the public, which creates a gap in the management of COVID-19 in Indonesia and results in low public discipline and awareness (mean value 2,97). Therefore, it is difficult for the government to deal with and manage health emergencies caused by the COVID-19 pandemic. Research has shown that the government must provide the public with consistent and valid information (mean value 3,51), monitor and supervise mass and electronic media, and use social media and online media to provide valid information from the government and disseminate positive and educative information to the public (mean value 4,06).

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Lammers, John C. "Management Communication Quarterly Forum: Institutionalism and Organizational Communication." Management Communication Quarterly 25, no. 1 (February 2011): 151–53. http://dx.doi.org/10.1177/0893318910389279.

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Mortezaee, Mojtaba. "EARNING MANAGEMENT MODELING BASED ON FINANCIAL COMMUNICATION." International Journal of Research -GRANTHAALAYAH 6, no. 10 (October 31, 2018): 274–79. http://dx.doi.org/10.29121/granthaalayah.v6.i10.2018.1194.

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The present research is focused on financial communication area and aim to investigate the relationship between company’s web-based financial communications, information asymmetry and earning management. The research is aim to examine whether financial communication besides its usefulness could be act as contributory means for management in order to earning management. In other words, aim to challenges management incentives toward web-based financial information disclosure.

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Olivesi, Stéphane. "Michel VILLETTE (2003), Sociologie du conseil en management." Communication, Vol. 23/2 (February 15, 2005): 268–73. http://dx.doi.org/10.4000/communication.4187.

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Yumasheva, I. A., G. D. Alemanova, and E. V. Torgunakova. "Management of Communication Policy of the University." Sociology and Law, no. 2 (July 20, 2021): 30–45. http://dx.doi.org/10.35854/2219-6242-2021-2-30-45.

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The article presents the theoretic and methodological foundations of the management of communication policy of the modern university. The article also presents the results of the study of the processes of management of internal and external communications of the university in modern market conditions. Based on the results of the study, a model of strategic communications management of the university with key target audiences is presented.

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Šahinpašić, Asim, and Amer Džihana. "Public diplomacy, propaganda and communication management." MAP Education and Humanities 1, no. 2 (November 5, 2021): 7–19. http://dx.doi.org/10.53880/2744-2373.2021.1.2.7.

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In this paper we analyze the concept of public diplomacy in relation to the ideas of traditional diplomacy and propaganda, and examine the meaning of this notion in the context of the application of the concepts of soft, hard, and smart power of states. Also, the management of the communication process within the activities of public diplomacy is analyzed, as well as the issue of the relationship between the media and other communication channels and public diplomacy in the new digital communication ecosystem. Public diplomacy is rapidly turning to online communication channels and tools to reach the public in foreign countries. It is increasingly recognized that traditional methods and techniques of communicating with the public are losing importance and that the successful conduct of diplomatic activities increasingly implies direct interaction with target groups. This opens a new chapter in the development of the concept of public diplomacy, and the issues of interactivity and dialogue with new target groups is becoming increasingly important.

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Shchetinina, E. A. "MANAGEMENT OF CORPORATE MARKETING COMMUNICATIONS AND THEIR BUDGET." ECONOMIC VECTOR 1, no. 24 (March 2021): 64–70. http://dx.doi.org/10.36807/2411-7269-2021-1-24-64-70.

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The article develops the topic of management of corporate marketing communications, taking into account modern conditions and new trends. The author examines the problems associated with communication strategies for various groups of clients, as well as with the assessment of their costs. Approaches to the formation of a communications budget based on a number of factors are proposed, including the goals, objectives of the communication strategy, as well as the stages of the life cycle of a product and an organization. The structure of communication costs by type and place of origin is proposed, ways of their reduction and optimization are described.

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Lipovka, Anastassiya, Natalya Korolyova, Maigul Nugmanova, and Aizhan Salimzhanova. "Comparative influence of gender, age, industry and management level on communication." Problems and Perspectives in Management 19, no. 2 (May 28, 2021): 170–82. http://dx.doi.org/10.21511/ppm.19(2).2021.14.

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The protracted COVID-19 pandemic repeatedly demonstrates the necessity of effective communication inside and outside organizations. However, a deficient comprehensive study of factors able to affect managerial communication limit further progress in the improvement of such business interactions. The research fills in the knowledge gap about the comparative influence of various factors on managerial communication and particularly the impact of individual and organizational characteristics of managers on communication. The paper aims to determine the significance of the relationships between managerial communication and age, genders, managerial levels, and industries in private companies from the energy, education, trade, service, extraction, construction, and production sectors. Within the organizational study, 224 subordinates from Kazakhstan firms reflected on their supervisors’ communications through a multivariate closed questionnaire. The obtained data was further processed and examined through correlation coefficients and dispersion analysis. The research results identified the considerable relationship between communication practices and managers’ age (R2=0.9637), managerial level (R2=0.9640), and industry (R2=0.9653). The study reveals the weak relationship between manager’s gender and communication practices (R2=0.1535): women insignificantly outperform men in this linking process. The research postulates that effectiveness of managerial communication considerably varies by managers’ age, managerial level, and industry, and insignificantly by gender. The paper lays the groundwork for gender-unbiased practices of human resource management and contributes to the idea of building diverse management teams.

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Wiener, Carlie S., Malia A. J. Rivera, Robert J. Toonen, Jo-Ann C. Leong, Randall K. Kosaki, Stephen Karl, Kaylene Keller, and Hoku Johnson. "Creating Effective Partnerships in Ecosystem-Based Management: A Culture of Science and Management." Journal of Marine Biology 2011 (2011): 1–8. http://dx.doi.org/10.1155/2011/241610.

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An ecosystem-based management research partnership between the Hawai‘i Institute of Marine Biology and Office of National Marine Sanctuaries, specifically with the Northwestern Hawaiian Islands Coral Reef Ecosystem Reserve and, later, the Papahānaumokuākea Marine National Monument, provides a case study to analyze integration of scientific research into management plans through collaborative communications. Ecosystem-based management seeks input from disparate stakeholders and requires effective communication systems for the public, science, and management partners that bypass differences in organizational culture and communication styles. Here, we examine a successful partnership within the framework of ecosystem-based management to survey and evaluate cultural differences, understand what facilitates collaborative communication, highlight factors that impede a successful partnership, and identify areas for improvement. Effective communication has been achieved through an analysis of the organizations cultures and structures to better define communication links. Although specific differences were noted in organization and style, successful integration was accomplished through techniques such as the development of symposia and semiannual reports. This paper will explore the organizational culture analysis and structure evaluation, which are components of a larger study. This science management integration project is an example of how organizational analysis can lead to recommendations for improved communication and integration of science and management.

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Snoussi, Thouraya. "Social Media for Crisis Communication Management." International Journal of Business and Management Research 8, no. 3 (September 30, 2020): 64–72. http://dx.doi.org/10.37391/ijbmr.080302.

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This paper analyzes trends related to the role of social media in crisis communication. The author posed a question about the attitudes of online media actors (communication, public relations and marketing experts) towards using social media as a strategic communication tool in times of crisis; Emphasis on two different crises: the 2016 Turkish political crisis and the global health pandemic (COVID-19) in 2020. Communications actors' perceptions and behaviors of social media in times of crisis were tracked through a mixed method (a content analysis of 40 online publications about the military coup attempt in Turkey, and 20 semi structured in-depth interviews about the usage of social media during the quarantine period). The results showed that social media is a lifeboat that is provided to organizations in times of crisis, as communication with customers becomes a vital factor in managing critical situations. Meanwhile, some participants expressed reservations about confidence in the use of social media in times of crisis, stressing that these networks are a double-edged sword. As the keyword for crisis management, a strategic communication plan should take place via social media to discuss customer inquiries with clients, answer their questions, and try to reduce their anxiety, according to the interviewee.

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WITKOWSKI, Marek. "SECURITY OF ICT SYSTEMS IN CRISIS MANAGEMENT." Scientific Journal of the Military University of Land Forces 162, no. 4 (October 1, 2011): 80–90. http://dx.doi.org/10.5604/01.3001.0002.3179.

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The article presents ICT (Information and Communication Technology) networks and systems that are used to provide communications for crisis management purposes. The articles describes wired and wireless communication assets and discusses their advantages and disadvantages when they are used to carry out national security tasks.

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�� and Aleksandr Gushchin. "Requirements Management As An Essential Ingredient Of Communications Management In the Project." Russian Journal of Project Management 2, no. 3 (September 16, 2013): 26–33. http://dx.doi.org/10.12737/1241.

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Special issues of the requirements management process are discussed based on subject area specialties: from the most formalized (e.g., IT projects), to the least formalized areas (e.g., design projects). As is shown, the whole spectrum of apps, related to this subject, can be considered from an integrated perspective � that is, establishment of effective communication channel between Customer and Business Analyst (Designer). The features of communications related to the above-mentioned subject areas are considered as well as problems of creating such communication channels.