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Journal articles on the topic 'Organisational communication'
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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.
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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.
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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.
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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.
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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.
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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.
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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).
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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
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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Oksiutycz, Anna. "Power, empowerment and organisational communication." Communicare: Journal for Communication Studies in Africa 25, no. 2 (October 20, 2022): 25–41. http://dx.doi.org/10.36615/jcsa.v25i2.1741.
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Power is an integral part of organisational life. Main schools of thought on the subject of powerin an organisational setting consider power to be either a resource held by individuals anddepartments, or an inherent feature of organisational structure and society. While it is relativelyeasy to identify surface manifestations of power, the deep structures of power are much moredifficult to analyse. Public relations literature focuses on power “held” by public relations practitionersand the power of public relations departments in their relations with other departments in anorganisation, as well as the imbalances of power between the organisations and their respectivepublics. In the context of the increasing complexity of the organisational environment, this articlesuggests the application of organisational cybernetics to public relations theory, and it considersthe role that organisational communication plays in releasing the productive power of employeesand in designing effective organisations through the introduction of recursive organisationalstructures.
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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.
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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.
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Boshoff, A. B. "Organisational phenomena which influence communication and effectiveness." Communicare: Journal for Communication Studies in Africa 3, no. 2 (November 21, 2022): 50–59. http://dx.doi.org/10.36615/jcsa.v3i2.2153.
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An overview is given of the traditional or classical views of organisations and organisational functioning. Empirical findings about how organisations really function are presented. It is shown that the organisational model created by the traditional views about organisations is largely an idealisation. The communication problems which develop in organisations are examined in the light of the empirical findings about organisational functioning. A few guidelines for the improvement of communication are presented in the light of the material covered in the paper.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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Varey, Richard J. "Cooren’s ‘Organisational Communication’." American Journal of Semiotics 21, no. 1 (2005): 133–34. http://dx.doi.org/10.5840/ajs2005211/421.
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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.
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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.
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Thirion, Maria, and Anton Verwey. "Verband tussen Organisasiestruktuur en Kommunikasieklimaat." Communicare: Journal for Communication Studies in Africa 7, no. 2 (November 14, 2022): 17–23. http://dx.doi.org/10.36615/jcsa.v7i2.2066.
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The aim of this study was to determine the nature of the relationship between organisational structure and communication climate. Based on a specific schedule, interviews were conducted with senior human resource managers in six organisations to obtain a of organisational structure. These organisations were chosen for their apparent differences on five structural dimensions. The communication climate within each of these organisations was then assessed by means of a questionnaire. The communicate climate patterns of the organisations were then compared by means of profile analysis. The results seem to indicate that there is indeed a relationship between organisational structure and communication climate. Specifically a more positive climate for formal communication is found with in degrees of structuring.
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Adamonienė, Rūta, Lienite Litavniece, Laima Ruibytė, and Evelina Viduolienė. "Influence of individual and organisational variables on the perception of organisational values." Engineering Management in Production and Services 13, no. 2 (June 1, 2021): 7–17. http://dx.doi.org/10.2478/emj-2021-0008.
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Abstract A favourable organisational culture founded on the values of employees and organisation leaders must be created to achieve goals, innovate and maintain a well-functioning organisation. Knowing these values and how they are influenced by various factors, such as age, the length of service, and the nature of work, must help to change employee beliefs, norms and behaviour patterns in a way that helps to achieve greater organisational success and efficiency. The study sample size consisted of 172 employees of educational institutions and 242 employees from municipal organisations. Occupational features and occupational behaviour were evaluated using a set of organisational values (Glomseth et al., 2011). The current research aimed (1) to evaluate organisational values and feature dimensions with respect to the inter-institutional level, (2) to evaluate organisational values and feature dimensions and distinguish the most prevalent with respect to the subordination level, (3) to evaluate organisational values and feature dimensions with respect to individual variables (gender, age and the length of occupational experience). The results revealed that task effectiveness, time management and cooperation, employee-orientated behaviour were stronger in educational organisations than municipal. Authoritarian management, formality and restrictions were stronger in municipal rather than educational organisations. Compared to beliefs held by subordinates, superiors claimed that positive organisational values, such as effectiveness, cooperation, and employee-orientated behaviour, were more typical in both types of institutions. Formal communication and restrictions were more typical for employees rather than managers. Subordinates but not superiors tended to perceive and evaluate organisational values, features and behaviour differently depending on gender.
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Ruão, Teresa, and Margarida Kunsch. "Organisational and Strategic Communication: Editorial Introduction." Comunicação e Sociedade 26 (December 28, 2014): 14–20. http://dx.doi.org/10.17231/comsoc.26(2014).2022.
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The study of communication in organisations – in a broad sense, and without source scientific field restrictions (which included traditional research into Organisational Communication, Public Relations, Institutional Communication, Internal Communication, Advertising, Promotion or Corporate Communication, among others)...
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Gonzalez Gonzalez, Jose Maria, and Constancio Zamora Ramírez. "Organisational communication on climate change." International Journal of Climate Change Strategies and Management 8, no. 2 (March 21, 2016): 286–316. http://dx.doi.org/10.1108/ijccsm-10-2014-0126.
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Purpose – This paper aims to analyse how the components of the institutional context and the adoption patterns of business practices determine the approach to carbon reporting used by organisations. Design/methodology/approach – Drawing on the New Institutional Sociology theory, this paper analyses, compares and interprets the results of the cases of four large Spanish companies which operate in different organisational fields and therefore they are subject to different institutional pressures. The results of these case studies illustrate the different approaches to carbon reporting used by organisations. Findings – The theoretical proposal of this paper establishes that the components of the institutional context (regulative, normative and cognitive), along with the adoption pattern used by organisations to control their carbon emissions (substantive or symbolic), contribute to determining their approach to carbon reporting (outside-in, inside-out, twin-track and isolated). Originality/value – The approaches to reporting and the adoption patterns have been considered independently in the previous literature, paying also scarce attention to the components of the institutional context that can have an influence on the approach to reporting used by organisations to share their environmental information. This paper contributes to bridge this gap, and its results can be of interest for supporting the decisions of policymakers, managers of organisations and society in general.
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Stanton, Patricia. "Assessing Organisational Communication: Strategic Communication Audits." Global Business and Economics Review 7, no. 4 (2005): 128. http://dx.doi.org/10.1504/gber.2005.007800.
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Nienaber, Hester, and Nico Martins. "Exploratory study." TQM Journal 32, no. 3 (March 2, 2020): 475–95. http://dx.doi.org/10.1108/tqm-05-2019-0151.
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PurposeEmployee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically demonstrates which employee engagement dimension(s) act as the strongest dimension to enhance the levels of employee engagement and consequently organisational effectiveness.Design/methodology/approachThis study used a quantitative approach, specifically a survey design, using a questionnaire to collect data. Regression analysis was applied to predict the impact of the employee engagement dimensions on the level of employee engagement in organisations and the impact of online/social media, as part of communication, on employee engagement.FindingsThe statistical analyses indicate that the dimensions organisational strategy and implementation, organisational commitment and team commitment are significant predictors of employee engagement. On-line/social media has a negative effect on employee engagement. However, according to the results, communication in organisations can be improved, especially by using online/social media more effectively.Research limitations/implicationsThis includes low response rate from some groups.Practical implicationsThe importance of secondary general management tasks, particularly motivation and communication, in mobilising employees to cooperate in pursuing organisational goals, became apparent. This study reflects the adverse effect of a lack of leadership and management skills, and ineffective use of online/social media on organisational performance, as reported in academic and practitioner research. Regardless, practitioners can apply the levers of motivation, via structural dimensions of organisation, to activate psychological presence which drives employee engagement and in turn facilitates strategy implementation and consequently organisational effectiveness. Scholars can modify their research agendas by investigating the “(un)availability” of human resources to improve organisational effectiveness.Social implicationsThe costs of disengaged employees are high, in terms of productivity losses and the performance gap, with adverse consequences for society.Originality/valueEmployee engagement as a driver of strategy implementation is an overlooked area of research. This study offers a better explanation of employee engagement as a mechanism to improve strategy implementation, thus reducing the performance gap, and consequently waste. Employee engagement engenders employee support to pursue organisational goals, in a coordinated system of cooperation, and is produced by the structural dimensions of organisation, the parameters within which psychological presence is activated. Psychological presence drives employee engagement which enables employees to be available to implement strategy to achieve organisational goals and thus organisational effectiveness. Engagement at a broader level than individual is significant.
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Angelopulo, George, and Nina Overton. "Communication Objectives of Sport Sponsorships." Communicare: Journal for Communication Studies in Africa 6, no. 1 (November 14, 2022): 18–26. http://dx.doi.org/10.36615/jcsa.v6i1.2110.
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SPORT sponsorship is increasingly used as an organisational communication tool. Its effective use is generally diminished by a lack of coordination with greater organisational communication objectives. The alignment of the objectives of sport sponsorship with an organisation's greater communication objectives as a means of increasing sport sponsorship's effective use is dis- cussed. The validity of differentiating be- tween objectives of sport sponsorship for public relations and for marketing communication objectives was tested amongst a sample of South African sponsors, and a measuring instrument of sport sponsors communication objectives was developed.
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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.
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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Slabbert, Yolandi. "Accepting change as part of organisational life." Communicare: Journal for Communication Studies in Africa 37, no. 2 (October 11, 2022): 127–49. http://dx.doi.org/10.36615/jcsa.v37i2.1559.
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This article proposes a new concept, co-change-orientated communication (co-COC), whichencapsulates the daily social and communication processes of organisational members inmaking sense of change from a critical strategic communication perspective. Guided by anevolutionary approach to concept development, this article aims to quantitatively measure thepragmatic relevance of identified attributes and antecedents of co-COC to the development ofa fully-fledged concept at six high-change South African organisations. An exploratory factoranalysis confirmed that co-COC is attributed by meaningful dialogue, employee engagement,collaboration and co-creation, and the encouragement of dissent. It is bottom-up in nature andenabled by the antecedents of organisational agility, leadership agility, a change-able cultureand stakeholder engagement. Co-COC further extends theoretical development on the need forchange in approaches to communication that support ongoing organisational change and hasvepotential to assist communication professionals to recognise the need and pragmatic relevance ofcontemporary developments in strategic communication. The various antecedents and attributesof co-COC could also provide organisations with guidance on the implementation of changeorientatedcommunication approaches in support of ongoing organisational change.
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ADIGÜZEL, Zafer, Fatma SÖNMEZ ÇAKIR, and İrem KÜÇÜKOĞLU. "THE EFFECTS OF ORGANISATIONAL COMMUNICATION AND PARTICIPATIVE LEADERSHIP ON ORGANISATIONAL COMMITMENT AND JOB SATISFACTION IN ORGANISATIONS." Business & Management Studies: An International Journal 8, no. 4 (December 10, 2020): 829–56. http://dx.doi.org/10.15295/bmij.v8i4.1593.
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One of the prerequisites for being an effective leader is good communication, with successful organisational communication positively impacting not only the leader but also employees. In fact, in organisational structures with participative leadership, an efficient working environment is most cogently created by ensuring a harmonious relationship between employees and leadership. In the research conducted in the manufacturing sector, white-collar employees working in automobile companies were the focus group: specifically chosen because they are at a significant status level and their working environment is quite intense. Within the scope of the purpose of the research, survey studies were carried out with 334 employees in 2019, and the analysis was conducted with the SmartPLS 3.2 program. As a result of the analysis, it is concluded that organisational communication and participative leadership in organisations are positively affected by organizational commitment and job satisfaction.
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Massey, Brian L., and Jacqui Ewart. "Australian Journalists and Commitment to Organisational Change: A Longitudinal Study." Media International Australia 132, no. 1 (August 2009): 16–28. http://dx.doi.org/10.1177/1329878x0913200104.
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This paper investigates the commitment of journalists to change programs, which is a previously unexplored aspect of organisational change. Studies of organisational change in newsrooms have until now focused on journalists' attitudes to change, rather than their commitment to change. This paper draws on the findings of a longitudinal survey of Australian journalists involved in an ongoing corporate change program in order to enrich the literature and theory-building around corporate change in media organisations. The organisational science literature is used to explore whether commitment to change operates among journalists in similar ways to other types of workers. The data are drawn from three annual surveys of journalists in 14 newsrooms operated by the Australian corporation APN News & Media. The paper explores the trajectory of the journalists' commitment to APN's corporate-change program across more than three years of change. Although the study is limited in that it examines only one media organisation's change program, it has implications for those researching in the field of organisational change in newsrooms — particularly at a theoretical level. It also has practical implications for those managing, planning and implementing change at the newsroom level.
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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.
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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.
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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.
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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.
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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.
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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.
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Bagger, Christoffer. "An organisational cultivation of digital resignation?: Enterprise social media, privacy, and autonomy." Nordicom Review 42, s4 (September 1, 2021): 185–98. http://dx.doi.org/10.2478/nor-2021-0049.
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Abstract Enterprise social media (ESM) have largely gone ignored in discussions of the datafication practices of social media platforms. This article presents an initial step towards filling this research gap. My research question in this article regards how employees of companies using the ESM Workplace from Facebook feel that the implementation of this particular platform relates to their potential struggles for digital privacy and work–life segmentation. Methodologically, I explore this through a qualitative interview study of 21 Danish knowledge workers in different organisations using the ESM. The central analytical proposal of the article is that the interviewees express a “digital resignation” towards the implementation of the ESM. In contrast to previous discussions, this resignation cannot only be thought of as “corporately cultivated” by third parties, but must also be considered as “organisationally cultivated” by the organisations people work for. The study suggests that datafication-oriented media studies should consider organisational contexts.
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Jen, Sern Tham, Amirul Aizat Mohd Ali, and Hongjie Zhang Thomas. "Predicting The Role of Organisational Listening and Job Resources in Job Engagement." Jurnal Komunikasi: Malaysian Journal of Communication 38, no. 2 (June 29, 2022): 107–26. http://dx.doi.org/10.17576/jkmjc-2022-3802-07.
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Job engagement is defined as one’s enthusiasm and involvement in his or her job. Individuals who are profoundly engaged with their job are motivated by the work itself. They will, in general, work harder and more productively than others and are bound to create the outcomes that their clients and organisation need. Although existing empirical studies have provided evidence that perceived organisational support (POS) and supportive leader behaviour can significantly predict job engagement, the effect of organisational listening on employee job engagement is still under researched. Guided by the Job Demand-Resources (JD-R) model, this study proposed that organisational listening is a vital predictor of job engagement. We analysed whether organisational listening holds a more substantial statistical power than perceived organisational support and supportive leader behaviour as job resources. We conducted an online survey that involved 207 employees from a Malaysian IT management consulting company. After analysing the survey data through multiple regression analysis, the results showed that organisational listening was a significant predictor of job engagement. Besides, organisational listening showed an incremental validity above and beyond perceived organisational support and supportive leader behaviour in predicting job engagement. These findings suggest that employees become engaged in their job when they believe that the leader incorporates values and action to listen accurately and is supportive. Implications in theoretical and practical perspectives were discussed. Keywords: Organisational listening, job engagement, job resources, perceived organisational support, supportive leader behaviour.
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De Lange, Lucrezea, and Dalmé Mulder. "Towards more effective leadership communication." Communicare: Journal for Communication Studies in Africa 36, no. 1 (October 17, 2022): 27–46. http://dx.doi.org/10.36615/jcsa.v36i1.1577.
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Contemporary organisations and their leaders are continually tasked with finding new ways ofcreating value for their stakeholders. Leadership effectiveness is critical within large organisations,and leadership communication ranks as the top critical driver of organisational results. Thisunderlines the importance of leaders being capable communicators responsible for adding valueto organisations. However, discussions on the topic of leadership communication are rare. Thishighlights the fact that the field of organisational communication has had limited engagementwith the world of leadership. This study aimed to address this knowledge gap and focused onthe role of communication in the leadership process, and attempted to identify ways in whichleadership communication could be improved. Leadership communication was explored from twodifferent perspectives to provide a more comprehensive analysis of the phenomenon. Rogers’revolutionary conceptual analysis was employed to investigate the foundation of the concept.Thereafter, a phenomenological study was undertaken among communication professionalsexposed to leadership communication to explore their lived experiences of the phenomenon. Thedata from the phenomenological study were used to enhance the conceptual analysis. Effectiveleadership communication was described as a socially constructed and relational concept thatshould endorse meaning-making in particular contexts. Guidelines are presented to enhance theeffectiveness of leadership communication.
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Kaye, Michael. "Organisational Myths and Storytelling as Communication Management: A Conceptual Framework for Learning an Organisation's Culture." Journal of Management & Organization 1, no. 2 (March 1995): 1–13. http://dx.doi.org/10.1017/s1833367200006295.
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AbstractThis paper explains how organisational myths and stories are vehicles of communication management (Kaye 1993; 1994). Contemporary scholars (eg Brown 1992; Boje 1991b) have argued that stories and myths are not only important communicative tools for learning within organisations but also powerful media for bringing about changes in people and in the culture of their workplace. People-associated changes include ways in which professional relationships and interpersonal communication are affected. In turn, the effects of mythologising and storytelling on organisational behaviour and communication are likely to have further-reaching consequences in shaping the culture of human systems.Myth-making in organisations involves the identification of heroic and legendary archetypes. Such archetypes often serve as exemplars or role models for people-in-systems. The telling of stories involving heroic role models can have a marked influence on the shaping of communication between managers and their staff. Often the exploits of heroes become embellished through repeated oral versions. Stories gradually acquire a mythical quality or status. Significantly, the incorporation of stories into an organisation's culture will depend a lot on the credibility of the storyteller. When managers are perceived to have high credibility, they have a powerful means of helping those they supervise to learn, to achieve professional goals, and thus to contribute to the strategic growth of their organisations.In this paper, myth-making and storytelling are considered to be specialised facets of communicative competence and analysed in terms of the Adult Communication Management Model (Kaye 1993; 1994). Attention is given to the effect of myth-making and storytelling on the covert ‘shadow-side’ culture of human systems. It is argued that the understanding and management of shadow-side communication is an integral component of effective organisational behaviour and survival. It is also proposed that such understanding and the ability to manage shadow-side communication is closely related to managers' awareness of prevailing myths and stories within their organisations. Finally, it is argued that managers who are skilled storytellers have the opportunity to help their staff develop communication abilities in a workplace conducive to learning.
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Kaye, Michael. "Organisational Myths and Storytelling as Communication Management: A Conceptual Framework for Learning an Organisation's Culture." Journal of the Australian and New Zealand Academy of Management 1, no. 2 (March 1995): 1–13. http://dx.doi.org/10.5172/jmo.1995.1.2.1.
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AbstractThis paper explains how organisational myths and stories are vehicles of communication management (Kaye 1993; 1994). Contemporary scholars (eg Brown 1992; Boje 1991b) have argued that stories and myths are not only important communicative tools for learning within organisations but also powerful media for bringing about changes in people and in the culture of their workplace. People-associated changes include ways in which professional relationships and interpersonal communication are affected. In turn, the effects of mythologising and storytelling on organisational behaviour and communication are likely to have further-reaching consequences in shaping the culture of human systems.Myth-making in organisations involves the identification of heroic and legendary archetypes. Such archetypes often serve as exemplars or role models for people-in-systems. The telling of stories involving heroic role models can have a marked influence on the shaping of communication between managers and their staff. Often the exploits of heroes become embellished through repeated oral versions. Stories gradually acquire a mythical quality or status. Significantly, the incorporation of stories into an organisation's culture will depend a lot on the credibility of the storyteller. When managers are perceived to have high credibility, they have a powerful means of helping those they supervise to learn, to achieve professional goals, and thus to contribute to the strategic growth of their organisations.In this paper, myth-making and storytelling are considered to be specialised facets of communicative competence and analysed in terms of the Adult Communication Management Model (Kaye 1993; 1994). Attention is given to the effect of myth-making and storytelling on the covert ‘shadow-side’ culture of human systems. It is argued that the understanding and management of shadow-side communication is an integral component of effective organisational behaviour and survival. It is also proposed that such understanding and the ability to manage shadow-side communication is closely related to managers' awareness of prevailing myths and stories within their organisations. Finally, it is argued that managers who are skilled storytellers have the opportunity to help their staff develop communication abilities in a workplace conducive to learning.
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Verwey, Sonja. "Beinvloedingspatrone van Kommunikasieklimaat op Organisasiegedrag." Communicare: Journal for Communication Studies in Africa 7, no. 1 (November 14, 2022): 50–55. http://dx.doi.org/10.36615/jcsa.v7i1.2103.
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THIS article examines the patterns of influence that exist between organisational behaviour and communication climate. A comprehensive over view of the literature and research findings form the basis of this discussion. From this discussion It is evident that communication is a very important process in the organisation and that management is becoming increasingly aware of the influence that communication climate exerts on a wide range of organisational behaviours.
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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.
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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.
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Čudanov, Mladen, Aleksandar Rakićević, and Gheorghe Savoiu. "Composite Indicator of the Organisational Information and Communication Technologies Infrastructure—A Novel Statistical Index Tool." Mathematics 10, no. 15 (July 26, 2022): 2607. http://dx.doi.org/10.3390/math10152607.
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This paper proposes a tool for objective evaluation of organisations’ information and communication technologies (ICT) infrastructure development level: Composite Indicator of the Organisational Information and Communication Infrastructure—CIOICTI. Based on separate research in 68 different companies, it aggregates hardware, software and humanware aspects of ICT development in organisations, especially valuing companies with synergetic aspects. It consists of six linear and non-linear indicator components, each designed to evaluate one specific aspect of ICT development, based on the weighted sum principle. The proposed CIOICTI examines ICT infrastructure as a necessary but not sufficient condition for successful ICT usage in business performance improvement. The obtained CIOICTI values are summarised in the distribution and tested for normality. Results are tested on the data from observed companies, averaged according to company size and industry and benchmarked. The proposed composite indicator can be used as an objective tool for researchers and practitioners to assess the level of ICT development for benchmarking with other companies, planning organisational changes or assessing infrastructural requirements for planning and implementation of ICT related projects in a business organisation.