Bibliographies thématiques / Communication in organizations

Littérature scientifique sur le sujet « Communication in organizations »

Auteur : Grafiati
Publié le 4 juin 2021
Mis à jour le 10 mars 2023

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Articles de revues sur le sujet "Communication in organizations"

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

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

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This case study explores the use a Major League Baseball team’s organizational weblog. Organizational weblogs are forums for the 2-way exchange of information and commentary between an organization and its publics. Most sport organizations, however, have yet to embrace the weblog as a form of organizational communication. Recent research suggests a greater need to understand how sport organizations might use weblogs to outreach to target audiences from a communications perspective. This study assesses whether readers perceive an organization’s official weblog to be an effective form of 2-way communication and profiles the readers of an organizational weblog based on demographics, consumption patterns, and points of attachment. Results showed that readers perceived the organizational weblog to be highly conversational and effective at communicating organizational commitment. In addition, readers were voracious media consumers of the team’s games, repeat ticket customers, and highly identified, both with the sport and with the team.
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Schoeneborn, Dennis. « Organization as Communication ». Management Communication Quarterly 25, no 4 (19 mai 2011) : 663–89. http://dx.doi.org/10.1177/0893318911405622.

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This article introduces Luhmann’s theory of social systems as a prominent example of communication as constitutive of organization (CCO) thinking and argues that Luhmann’s perspective contributes to current conceptual debates on how communication constitutes organization. The theory of social systems highlights that organizations are fundamentally grounded in paradox because they are built on communicative events that are contingent by nature. Consequently, organizations are driven by the continuous need to deparadoxify their inherent contingency. In that respect, Luhmann’s approach fruitfully combines a processual, communicative conceptualization of organization with the notion of boundary and self-referentiality. Notwithstanding the merits of Luhmann’s approach, its accessibility tends to be limited due to the hermetic terminology that it employs and the fact that it neglects the role of material agency in the communicative construction of organizations.
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Matkevičienė, Renata. « Socialinės atsakomybės komunikcija Lietuvos organizacijų interneto svetainėse ». Informacijos mokslai 64 (1 janvier 2013) : 7–18. http://dx.doi.org/10.15388/im.2013.0.1603.

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Nuo šio šimtmečio pradžios socialinės atsakomybės tema yra viena jautriausių tiek komunikacijos, tiek verslo srityse: įmonių vadovai, politikai, ekonomistai, mokslininkai svarsto socialinės atsakomybės veiklos apibrėžtis, teikiamą naudą verslui ar visuomenei. Diskusijose galima pastebėti kelis socialinės atsakomybės veiklos svarstymo aspektus: mados (atsakomybė visuomet buvo viena iš verslo siekiamybių ir veiklos pagrindų, todėl jos išryškinimas gali būti siejamas su tam tikra mada), būtinybės (kuri gali kilti dėl kitų verslo organizacijų aktyvios socialinės atsakomybės veiklos arba dėl visuomenės diktuojamo atitinkamos veiklos poreikio), galimi ir kiti požiūriai. Socialinės atsakomybės svarstymuose dažnai iškyla klausimas apie socialinės atsakomybės naudą verslui, apie apskaičiuojamą galimą socialinės atsakomybės grąžą verslui, kuriamą teigiamą įvaizdį ar reputaciją. Verslo organizacijos, siekdamos komunikuoti vykdomą socialiai atsakingą veiklą, tam pasitelkia įvairius renginius, ataskaitas, o dažniausiai – interneto svetaines. Šiame straipsnyje aptarsime ne tik anksčiau įvardytus diskusinius socialinės atsakomybės veiklos aspektus, bet ir ištirsime bei nusakysime galimus verslo organizacijų socialinės atsakomybės komunikacijos aspektus, išryškindami esmines akcentuojamas socialinės atsakomybės sritis. Straipsniu siekiama ne tik paskatinti kritinę diskusiją apie socialinės atsakomybės naudą ir būtinybę verslo organizacijų veikloje ir komunikacijoje, bet ir pažiūrėti, kaip socialinės atsakomybės veikla atsispindi organizacijų interneto svetainėse, su kokiais verslo ar organizacijos veiklos aspektais siejamas socialiai atsakingų veiklų pristatymas. Straipsnio tikslas ir sprendžiama problema formuluojami remiantis 2012 m. lapkričio–gruodžio mėnesiais atlikto Lietuvos organizacijų, priklausančių Baltosios bangos iniciatyvai „Už skaidrų verslą“, interneto svetainių turinio, atskleidžiančio organizacijų pristatomą socialinę atsakomybę, tyrimo ir straipsnio autorės 2013 m. kovą–balandį atlikto tyrimo, kuris papildė ir praplėtė ankstesnį tyrimą, duomenimis.Reikšminiai žodžiai: socialinė atsakomybė, organizacijų komunikacijos procesas, organizacijų veiklos etika, interneto svetainės.Communication of corporate social responsibility in Lithuanian organizations’ websitesRenata Matkevičienė Summary Since the beginning of this century, social responsi­bility has been one of the most sensitive topics in both communication and business areas, and business lead­ers as well as politicians, economists, scientists con­sider the social responsibility activities of the benefits for business or the public. Business organizations communicate socially re­sponsible activities by using a variety of communica­tion events, reports, and mostly websites of business organizations. This article aims to discuss not only the aspects of social responsibility, but also to examine and describe the potential of social responsibility com­munication in business organizations, highlighting the key areas of social responsibility. The article is aimed not only to encourage a critical discussion about the benefits of social responsibility and the need for busi­ness organizations and communications, but also to see how the social responsibility of business is reflected in organizations’ websites and presented to stakeholders. Business organizations’ social responsibility is generally associated with the activities of the organi­zation, which aims to act responsibly: in accordance with the law, creating comfortable working conditions for employees, ensuring profitability – in collabora­tion with colleagues and local community as well as providing services to clients. Socially responsible activities have been associated not only with respon­sible activities, but also with commitments harming the surrounding environment, taking into account that socially responsible activities are voluntary, i.e. based on an organization’s desire to be a responsible, honest, trustworthy member of society not because of business requirements, but also for the organization’s internal needs based on corporate culture. Social responsibil­ity of a business organization not only strengthens it because it involves employees and other groups of stakeholders in the organization’s activities, but it also provides an added value to the organization as a com­petitive advantage. In the article, there were formulated several tasks for communicating organizations’ social responsibil­ity: to provide information, to impact the value or behavioural change. For the communication of social responsibility, organizations use controlled and as well non-controlled communication, and these forms of communication should be integrated to reach the aim of communication. Organizations’ websites are a con­trolled communication means, but they could be impor­tant for providing explicit information about the organi­zation’s socially responsible activities. For this reason, an investigation of communication in the websites of Lithuanian business organiations that have joined the initiative of transparent business was conducted. Organizations communicate their social respon­sibility by presenting codes of ethics, standards, and other formal commitments which show that the orga­nization is a responsible member of society. There were found differences in the communica­tion of social responsibility in Lithuanian (local) and in international organizations: international organizations provide not only statements on the social responsibil­ity of an organization, but also codes of ethics, CSR reports, presentations and videos of the projects, etc. Organizations use one-sided communication for the presentation of social responsibility in their web­sites, and tools for two-sided communication were notes used in many of the websites for communicat­ing social responsibility. On the basis of this finding, the presupposition that organizations use other forms and means for communicating social responsibility was made, because the social responsibility activities carried out by an organization not only show the or­ganization’s responsibility, but also allow linking the organization with certain practices and values, create an added value by increasing the visibility of the or­ganization as a responsible member of the local com­munity, developing and enhancing the organization’s reputation and ensuring its competitive advantage.
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Keyton, Joann. « Communication in Organizations ». Annual Review of Organizational Psychology and Organizational Behavior 4, no 1 (21 mars 2017) : 501–26. http://dx.doi.org/10.1146/annurev-orgpsych-032516-113341.

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

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Organizations prepare for crisis communication by designing, implementing, and evaluating procedures, scenarios, and emergency measures. In addition to crisis communication, risk communication is a concern for many organizations as well. Risk communication is viewed as an interactive, multi-actor democratic process. Traditionally, risk communication is seen as a linear, top-down, elitist, expert-to-public approach. In this paper, the relation between crisis communication and risk communication is described. In addition, a model is presented based on the notion that crisis communication should be proactive, and focusing on the management of the relation between the organization and its relevant stakeholders or the organization’s reputation. The new thinking on the risk communication process is essential for an organization’s crisis and reputation management.
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Luthfie, Muhammad, Aida Vitayala S. Hubeis, Amiruddin Saleh et Basita Ginting. « Climate Communication Society Organizations in the Development in the Village Plompong ». Journal of Social Science Studies 4, no 1 (15 août 2016) : 10. http://dx.doi.org/10.5296/jsss.v4i1.9894.

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Climate Communication in an organization is very important to foster togetherness and unity. Climate conducive communication between the leaders and members or between superiors and subordinates can achieve harmonization within the organization that will ultimately reap success in the implementation of its programs. The ideal climate organizational communication requires honesty in communication, openness of communication down, and a joint decision. Pace and Faules (2000) states that organizational communication climate is important for linking organizational context with concepts, feelings, and expectations of the organization’s members and to help explain the behavior of members. The study aims to analyze the communication climate organization built community organizations in rural development. The results showed climate communication community organizations research subject is very conducive and riel has been able to encourage active involvement in the development in the village Plompong, through the realization of its programs in the construction of infra structure.
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Ljajić, Samir, et Danica Pirsl. « The Role of Internal Communication and Workplace Language in Positioning of Organizations ». Društvene i humanističke studije (Online), no 1(14) (4 février 2021) : 441–52. http://dx.doi.org/10.51558/2490-3647.2021.6.1.441.

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Internal communications strategy influences and determines the way employees behave, observe, and maintain good vibes in their respective workplace. No company should allow the occurrence of inefficient communication between their workers and the management bodies, otherwise, it is doomed for failure. What happens inside organizations in terms of administering good communication channels, affects their business success equally so as to what happens outside them when public relations staff brings forth all the successful results to the society at large. Internal communication is very often neglected, which only shows the immaturity and lack of knowledge or incompetence of the leading figures in an organization about effective communication. This paper deals with the efficient execution of internal communication and its importance for the successful ranking and positioning of any business, whether it be small or big. First, it examines the main prerequisites for success such as trust and connecting with the employees and their establishment in big and small businesses as well, because small organizations find it easier to implement good internal communications than the big ones. Second, the paper explores higher education organizations and their ways to achieve excellent results through the positive impact of running good internal communication to the satisfaction of their employees, management bodies, and their wider community. The paper also argues that the essential preconditions of the organization’s good positioning are mutual trust, stemming from the efficient internal communication strategy implementation, and the creation of a good business climate. Labour market as a catalyst and a sieve distinguishes good from bad, recognizes good social interrelating competencies focusing on perceiving identities and favourable working contexts. Third, the paper deals with the working place language knowledge which facilitates human resources management, enables efficient implementation of the internal communication strategy, and provides for the efficient running of the organization. Conclusions are that the successful implementation of the all above said will consequently result in a good positioning and high ranking of the organization on the volatile labour market.
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Levine, Ross, Chen Lin, Qilin Peng et Wensi Xie. « Communication within Banking Organizations and Small Business Lending ». Review of Financial Studies 33, no 12 (20 mars 2020) : 5750–83. http://dx.doi.org/10.1093/rfs/hhaa036.

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Abstract We investigate how communication within banks affects small business lending. Using travel times between a bank’s headquarters and its branches to proxy for the costs of communicating soft information, we exploit shocks to these travel times—the introduction of new airline routes—to evaluate the impact of within-bank communication costs on small business loans. We find that reducing headquarters-branch travel time boosts small business lending in the branch’s county. Several extensions suggest that new airline routes facilitate in-person communications that boost small-firm lending.
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Fadillah, Dani, et Uspal Jandevi. « Communication Model of Indonesian Student Organizations in China through the Indonesian Movement Helps ». Jurnal Ilmu Komunikasi 18, no 2 (31 août 2020) : 142. http://dx.doi.org/10.31315/jik.v18i2.3465.

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

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Mustard, Kimberley Ann. « Organizations and communication technologies, a study of organizational adaptation ». Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/mq55165.pdf.

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Lin, Yue Beyerlein Michael Martin. « Cultural implications of self-other agreement in multisource feedback comparing samples from U. S., China, and globally dispersed teams / ». [Denton, Tex.] : University of North Texas, 2007. http://digital.library.unt.edu/permalink/meta-dc-3947.

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Fuentes, Riffo Daniela Viviana. « Organizational Change in Volunteer-Based Organizations : Communication Change Strategies in Church Congregations ». TopSCHOLAR®, 2015. http://digitalcommons.wku.edu/theses/1504.

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The current study fills a gap in the communication and management literature by providing additional insight regarding the effective communication strategies used by church leaders during organizational change. The researcher sought to find out how beliefs held by church members predicted their receptivity to change and their intent to leave their organization. Participants from diverse church denominations (N = 208) completed an online survey questionnaire asking them to think about a particular change they had experienced in their current or former church. The results of statistical analysis showed: (a) Church members´ beliefs regarding discrepancy, efficacy, principal support, and valence, positively predicted their receptivity to change, and negatively predicted their intention to leave the organization; (b) beliefs regarding valence were the most relevant for church members to become receptive towards change, and for them to stay in their church during organizational change; (c) among the trust dimensions, benevolence acted as a mediator in the relationship of principal support and valence with intent to leave. This study provides some evidence regarding organizational change in a volunteerbased church context. Practical applications are discussed for church leaders who are implementing change in their congregation. Additionally, future directions are proposed.
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Noland, Timothy L. « Affinity-seeking and superior-subordinate communication / ». free to MU campus, to others for purchase, 1998. http://wwwlib.umi.com/cr/mo/fullcit?p9901266.

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Woffinden, Charles Ritchie. « An organizational communication perspective on the university : understanding how individuals constitute organizations / ». [Boise, Idaho] : Boise State University, 2009. http://scholarworks.boisestate.edu/td/63/.

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Martinek, Patricia Elizabeth. « Communication rules in three organisational configurations ». Thesis, Queensland University of Technology, 1991. https://eprints.qut.edu.au/36388/1/36388_Martinek_1991.pdf.

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This study investigated the nature of communicative relationships in three organisational configurations. These configurations were the Machine Bureaucracy, the Professional Bureaucracy and the Adhocracy. The study' s purpose was to ascertain, through an investigation of rule-patterns, the relationship of organisational structure and culture to organisational communication. Its findings support the argument that while organisational structure contributes much to the Means or form by which organisations communicate, organisational culture contributes both to Meaning and Means. The rule patterns, researched through ethnographic methods, were those of thematic rules and tactical rules. The thematic rules were seen to be very important to developing organisational relationships that were balanced between 11 care and connection 11 and between "justice and autonomy''. The thematic rules were also seen to be very important in assisting an organisation's evolution. The Machine Bureaucracy, at this stage of its evolution, was trying to balance growth and integration. The Professional Bureaucracy was trying to balance purification and integration while the Adhocracy was trying to balance underlying elements adaptability and integration. These give meaning and value to the more visible communicating processes and activities. The tactical rules selected by these organisations were important because they showed that communication processes can be designed to develop accuracy of this Meaning. Furthermore, the tactical rules indicate what should be specific characteristics of effective organisational communication; these include the continual goal-seeking of Dialogue with employees and meeting their critical information needs.
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Georgiadis, Elliot Erin. « ORGANIZATIONAL CULTURE THEORY AND FRATERNAL ORGANIZATIONS : APPLYING MEASURES OF ORGANIZATIONAL CULTURE THEORY TO THE SORORITY CONTEXT ». University of Akron / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=akron1566227238796242.

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Berube, D. Steven. « Assessing differences in data and information makeup at two different organizational levels using two managerial jobs ». Thesis, This resource online, 1990. http://scholar.lib.vt.edu/theses/available/etd-03032009-040410/.

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Rajala, Inkeri. « Developing Internal Communication in Fast-changing Organizations ». Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-50821.

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Developing internal communication in fast-changing organizations is a current topic, which seems to exercise the minds of corporate people in different positions. Well-functioning internal communication and business success seem to be strongly linked. It motivates people, and only people who are motivated and enthusiastic about their work are able to perform well in their jobs and to secure the success of their employers. The purpose of this study was to increase the understanding of internal communications and how employees perceive it in fast-changing organizations. An understanding of internal communication and its development was searched by concentrating in selected essential internal communication areas in organizations, internal corporate communication function and internal communication channels. The focus was on fast-changing organizations due to the fact that the development of internal communication does not usually go hand in hand with other organization development and business growth but tends to drag behind. The theoretical framework was formed of internal communication in general, internal communication development, internal communication in fast-changing organizations, internal communication in different organizational areas, internal corporate communicationas a function and internal communication channels. The most valid internal communication areas were selected to be management communication, team and supervisor communication and interdepartmental communication. The theoretical framework presented the dilemmas and characteristics that can occur among the issue of internal communication development. In order to achieve the determined objectives, a quantitative study was conducted. The survey named “Internal communications at the company x” with three different forms of questions was carried out in the case company. The topic was scrutinized from theperspective of a case company and aimed to find out employees’ perceptions. The web-based survey focused on the selected issues concerning internal communication and its development. Questionnaires were sent out to the employees of the case company’s European organization and 94 responses were received. The collected data was analyzed against the theoretical framework, and with the help of analysis conclusions and managerial implications regarding this study were drawn. It was discovered that by developing these internal communication areas together, fast-changing organizations succeed better in internal communication and consequently in other operations. In fast-changing organizations, careful attention needs to be paid especially to the amount of management, supervisor and interdepartmental communication. Communication especially about company situation and financial and sales situation should be increased. Employees value open, systematic, clear and well-organized communication. Development of interdepartmental communication processes is vital in order to improve knowledge sharing across the company and consequently business performance. It is essential that all members of work community understand their responsibility to communicate. Internal corporate communications function should teach that and provide good communication tools for all employees, especially intranet, e-mail and possibilities to face to face meetings and versatile feedback sessions. Efforts to equalize communication between locations, departments and teams need to be taken.
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Blunck, Paula. « Perceived Communication During Organizational Change ». PDXScholar, 1994. https://pdxscholar.library.pdx.edu/open_access_etds/4718.

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Organizational change often involves the creation of work teams. This research examines how the creation of self-managed work teams within a particular organization affects perceived communication. Previous research suggests that self-managed teams would socially construct a different view of the organization especially as it relates to power than would those in traditional organizational departments. Attitudes about communication and power within the organization are analyzed in nine self-managed teams and five traditional departments. This analysis is conducted through both qualitative and quantitative means. Group comments and discussions are used in a qualitative analysis. Multidimensional scaling is used to reveal underlying attitudinal differences the self-managed teams and traditional departments may have about others within the organization. Two different scales are used to measure perceived attitudes about relationships to management and others within the organization. The first scale is modified from a family communication patterns instrument and is used to measure the analogous equivalent of the supervisor/subordinate (parent/child) relationship within the organizational family. The second scale explores the perceptions of cooperativeness, competitiveness, and independence between groups. Finally, a value ranking is used to measure perceptual differences the groups have about the organization's view of the customer. The results of this research suggest some differences exist between the two groups regarding perceptions of power and management Differences about perceptions related to boundaries suggests self-managed teams will construct a different reality as a function of their group. Results regarding perceptions of others and perceptions of the organization's view of customers were mixed. It cannot be strongly concluded that these differences exist as a function of the self-managing teams or because of the types of jobs members in self-managing teams hold. Due to a number of constraints researching in this particular organization, further examination and validation of findings were not possible. Most of the teams, for example, had been together for only two months. A possibility for future research may include some longitudinal studies.
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Livres sur le sujet "Communication in organizations"

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Bantz, Charles R. Understanding organizations : Interpreting organizational communication cultures. Columbia, S.C : University of South Carolina Press, 1993.

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Communication in organizations. 2e éd. Minneapolis : West Pub., 1993.

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Fielding, Michael. Effective communication in organizations. 2e éd. Kenwyn : Juta, 1997.

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Fulk, Janet, et Charles Steinfield. Organizations and Communication Technology. 2455 Teller Road, Thousand Oaks California 91320 United States : SAGE Publications, Inc., 1990. http://dx.doi.org/10.4135/9781483325385.

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Michael, Fielding. Effective communication in organizations. Kenwyn : Juta, 1993.

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Allen, Brenda J., Lisa A. Flores et Mark P. Orbe. Communication within/across organizations. Sous la direction de National Communication Association (U.S.). Washington, DC : National Communication Association, 2007.

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Michael, Fielding. Effective communication in organizations. Kenwyn : Juta, 1995.

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Janet, Fulk, et Steinfield Charles William, dir. Organizations and communication technology. Newbury Park, Calif : Sage Publications, 1990.

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Organizational communication. New York : A. de Gruyter, 1992.

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Wilson, Gerald L. Organizational communication. New York : Harper & Row, 1986.

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Chapitres de livres sur le sujet "Communication in organizations"

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Harris, Thomas E., et Mark D. Nelson. « Understanding Organizations ». Dans Applied Organizational Communication, 53–81. Fourth Edition. | New York : Routledge, [2019] | : Routledge, 2018. http://dx.doi.org/10.4324/9781351019583-3.

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Williams, Richard S. « Communication in Organizations ». Dans Analyzing Organizational Behaviour, 103–26. London : Macmillan Education UK, 1991. http://dx.doi.org/10.1007/978-1-349-21542-3_6.

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Barnhill, Christopher R., Natalie L. Smith et Brent D. Oja. « Communication in Organizations ». Dans Organizational Behavior in Sport Management, 49–58. Cham : Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67612-4_5.

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Kaplan, Leslie S., et William A. Owings. « Communication in Organizations ». Dans Organizational Behavior for School Leadership, 209–44. New York, NY : Routledge, 2017. : Routledge, 2017. http://dx.doi.org/10.4324/9781315669502-7.

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Turbanti, Giacomo. « Organizations and Communication ». Dans Palgrave Philosophy Today, 219–28. Cham : Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-12463-1_12.

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O’Toole, Paddy. « Retaining Knowledge Through Communication ». Dans How Organizations Remember, 73–102. New York, NY : Springer New York, 2010. http://dx.doi.org/10.1007/978-1-4419-7524-9_4.

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Büchel, Bettina S. T. « Communication Technology and Organizations ». Dans Using Communication Technology, 1–14. London : Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780333985670_1.

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Chin-Chung, Chao, et Dexin Tian. « Intercultural Communication and Organizations ». Dans Global Perspectives on Intercultural Communication, 270–314. New York, NY : Routledge / Taylor & Francis Group, [2017] : Routledge, 2017. http://dx.doi.org/10.4324/9781315716282-26.

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Harris, Thomas E., et Mark D. Nelson. « Effective Leadership in Organizations ». Dans Applied Organizational Communication, 236–64. Fourth Edition. | New York : Routledge, [2019] | : Routledge, 2018. http://dx.doi.org/10.4324/9781351019583-11.

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Auger, Giselle A. « Granting organizations ». Dans The Routledge Handbook of Nonprofit Communication, 125–32. New York : Routledge, 2022. http://dx.doi.org/10.4324/9781003170563-16.

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Actes de conférences sur le sujet "Communication in organizations"

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Mesaroş, Florin, et Irina Antoaneta Tănăsescu. « Integrated Strategic Communication in Romanian Organizations ». Dans 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/18.

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The strategic communication goes beyond the area of public relations and focuses mainly on strategies that create, develop, and control the success of an organization. Strategic communication also includes traditional practices of institutionalized organizational communication to use the messages much more easily when interacting with internal and external stakeholders. Wishing to find a better strategy to programme any internal or external communication, the organizations develop different kinds of strategic plans meant to support the management process, starting with the mission and vision statement and ending with the evaluation of achieved goals. The following example - Integrated Strategic Communication (ISC)- shows the ways the integrated strategic communication can be reached in Romanian organizations.
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Abrashi, Gazmend. « Organizational communication - Communication process in business organizations ». Dans 2nd International Scientific Conference - Economics and Management : How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia ; Faculty of Management Koper, Slovenia ; Doba Business School - Maribor, Slovenia ; Integrated Business Faculty - Skopje, Macedonia ; Faculty of Management - Zajecar, Serbia, 2018. http://dx.doi.org/10.31410/eman.2018.425.

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Lukić Nikolić, Jelena, Aleksandar Dejanović et Snežana Lazarević. « The Role of Agile Leaders in Establishing Effective Internal Communication in Digital Organizations ». Dans Seventh International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics : Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/limen.2021.169.

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Fourth industrial revolution and digital economy have affected many organizations and fostered them to become digital in order to survive and succeed. Leaders of digital organizations need to embrace numerous changes not only in organizational structure that becomes flat with mini­mal hierarchy, control, bureaucracy but also in all organizational processes and activities. One of the most important organizational processes is in­ternal communication which becomes digital due to modern information and communication technologies and tools. This paper shows the role and importance of agile leaders in establishing and nurturing effective internal communication in digital organizations. To achieve the goal of effective digital communication in all directions and through the entire organization, leaders should be agile enough to establish appropriate communication channels, stimulate creative and critical thinking, new ideas, information and knowledge share, real time feedback, build and nurture trust among employees and engage employee participation in decision making.
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Al Majzoub, Khaled, et Vida Davidavičienė. « ORGANIZATION BEHAVIOR CHANGES CAUSED BY INFORMATION AND COMMUNICATION TECHNOLOGIES ». Dans Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.15.

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The development and use of Information and communication technology(ICT) is growing at a rapid speed across the world. The number of internet (as well as other technologies) users increased by 27,750% from 1993 (14 million) until 2017 (3,885,567,619) users according to internetworldstats. ICT is becoming essentials in all organization, and organizations cannot survive or compete without using these technologies. Although some researches were done on the effects of these technologies on organizations behaviours, they still in initial stages. The following article examine the effect of ICT on organizational behaviours, especially on Organizational Design how ICT changes the organizational structure and what are the organizations formed, Intelligence in what way knowledge is created and strategically used, and Decision Making how it will affect the speed and accuracy of decision making. Methods used in the article are scientific literature analysis, synthesis and comparison.
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Andrzej Kisielnicki, Jerzy. « From a Traditional to a Networking Organization : The Role of Information and Communication Technologies ». Dans InSITE 2015 : Informing Science + IT Education Conferences : USA. Informing Science Institute, 2015. http://dx.doi.org/10.28945/2231.

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The development of Information and Communication Technologies (ICT) resulted in transforming the traditional hierarchical organizations into networking flexible ones. In the circumstances of identifying a new type of organizations, the notions as ‘organization’ and ‘synergy’ should be revised. The organizations with individual elements that build up a network have altered their attitude towards the problem of a global optimum. Individual elements that can be called ‘junctions,’ strive to optimize local optima instead of the traditionally approached global optimum. The article offers a hypothesis that a networking organization is formed when all its elements gain profits. What is needed to form it is the consensus of all the constituent elements. The management of networking organization is supported by the contemporary ICT tools that help to manage the network. Intellectual capital is the most important element of a networking organization. A new organizational form is becoming fully competitive against traditional organizations with the fixed position in the market. A comparison of the model of business functioning of a traditional and a networking organization has been made. The model shows what economic conditions should be met to form networking organizations. It presents as well practical examples of relations between traditional and networking organizations. The suggested further research into the issue has been outlined in the text.
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M. Gallant, Linda, Gloria M. Boone et Gregg Almquist. « Wireless Organizational Communication : A Framework for Communicative Informatics ». Dans 2003 Informing Science + IT Education Conference. Informing Science Institute, 2003. http://dx.doi.org/10.28945/2709.

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As mobile communication becomes more pervasive, there is an increasing need to study the potential uses of wireless organizational communication. The difficulty in analyzing information and communication technology (ICT) in organizational communication is the unintentional split between information processes perspectives and human communication perspectives in the discussions of workplace technology. By merging two constructs, organizational informatics and organizational sensemaking, this paper develops a communicative organizational informatics (COI) framework, which provides a robust perspective on how people communicate through the uses of technology in organizational settings. This communicative informatics framework offers a powerful lens to study the meanings, understandings, uses and gratifications, and potentials of technology in organizations and how it can facilitate workplace communication. A COI analysis of a personal digital assistant (PDA), a Palm VII, with a live wireless connection to a company sales database is examined by applying a usability testing methodology.
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Beig, Leila, et Atefeh Ghavamifar. « Organizational Memory Building Blocks of Virtual Organizations ». Dans Communication Technologies : from Theory to Applications (ICTTA). IEEE, 2008. http://dx.doi.org/10.1109/ictta.2008.4530308.

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Bocean Vărzaru, Anca Antoaneta, Claudiu George Bocean, Mădălina Giorgiana Mangra et Michael Marian Nicolescu. « Accounting the Moderation Effects on the Relationship between Social Responsibility and Business Ethics ». Dans 3rd International Conference Global Ethics -Key of Sustainability (GEKoS). Lumen Publishing House, 2023. http://dx.doi.org/10.18662/lumproc/gekos2022/05.

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Organizations do not function in isolation in society. On the part of society, it is expected that organizations will work in the interest of society and have a sense of obligation to it, to be concerned with solving the problems they have caused. Therefore, the organization should have ethical standards and practice a solid organizational culture and social responsibility to ensure the sustainability and success of the business. The paper aims to address social responsibility and business ethics concerns by building the framework of relationships between social responsibility (SR) and organizational ethics (OE) and determining the moderating effects of organization's reputation (OR), organizational communication (OCm), employee engagement (EE), and organizational culture (OCt). Following structural equation modeling, the paper determines the relationships between the variables and the moderators between these variables. The research results show that CR and OCt strongly moderate the relationship between SR and BE, while OCm and OCm slightly moderate the relationship between SR and OE.
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Fic Žagar, Petra, Tina Bregant, Matjaž Perc, Anja Goričan, Aleks Jakulin, Janez Žibert, Žiga Zaplotnik et al. « COVID-19 Vigilance : Towards Better Risk Assessment and Communication During the Next Wave ». Dans Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.15.

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Since December 2019, SARS-CoV-2 infections have altered many aspects of our societies. Citizens were faced with circumstances to which even experts and scientists did not yet know the answers and were applying the scientific method to make daily steps of progress towards better understanding the threat and how to contain it. Within a year, several vaccines were produced to protect individuals from the virus, thereby resolving the most important medical problem. However, not just medical issues call for the application of the scientific method. The management of epidemics also can, and in fact should, benefit significantly from a science-based approach. The novel complexity of the situation left us torn between permissive and authoritarian approaches of containment, and it is still subject to debate what works best and why. In our contribution, we model the emerging complexity of the epidemics and propose a scientific-based data driven approach that aims to aid the decision makers in their focus on the most relevant issues and thus helping them to make informed and consistent decisions. The resulting monitoring and control system, termed COVID-19 vigilance, helps with risk assessment and communication during regional COVID-19 outbreaks. The system is based on the Cynefin decision complexity framework and the universal process model, and it uses several mathematical models that describe epidemic spreading. Different future scenarios are used to predict the impact of realistic, optimistic, and pessimistic outcomes, in turn allowing for a more efficient communication of involved risk.
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VOICA, Orlando, Cristina VEITH et Iyad ISBAITA. « ASPECTS OF ORGANIZATIONAL COMMUNICATION INFLUENCING THE SUCCESS OF CHANGE ». Dans International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/05.03.

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This paper aims to analyse some organizational routines that can influence the success of organizational change. Thus, we analyse several communicational elements that influence the implementation of a change, from the perspective of their interdependence. The data were collected through an online questionnaire and statistically evaluated. The quantitative analysis was based on the responses to questionnaire from 258 organizations in both public and private sectors. We hypothesized that a successful change is reliant on some particular factors specific to the communication process. The analysis revealed that a personalized, demanding-focused communication is a determining factor for the success of any change. Materialized through the proper channel, this approach can determine the active and long-lasting involvement of team members in change implementation and goal-achievement processes. Our actual research is limited in scale and scope, but its results are important for practitioners that intend to realize organizational changes, emphasizing the communication elements that they should focus on. Also, our study might be a support for future researches that focus on the impact that communication have on knowledge management processes during the organizational change initiatives.
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Rapports d'organisations sur le sujet "Communication in organizations"

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Fortuna, Casoria, Riedl Arno et Werner Peter. Behavioral aspects of communication in organizations. Maastricht University, Graduate School of Business and Economics, 2020. http://dx.doi.org/10.26481/umagsb.2020010.

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McGrady, E. D. Military Organizations and the Navy : Facilitating Joint Communication. Fort Belvoir, VA : Defense Technical Information Center, janvier 2001. http://dx.doi.org/10.21236/ada397094.

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Levine, Ross, Chen Lin, Qilin Peng et Wensi Xie. Communication within Banking Organizations and Small Business Lending. Cambridge, MA : National Bureau of Economic Research, mai 2019. http://dx.doi.org/10.3386/w25872.

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Harville, Donald L. Person/Job Fit Model of Communication Apprehension in Organizations. Fort Belvoir, VA : Defense Technical Information Center, mai 1994. http://dx.doi.org/10.21236/ada280319.

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Capriotti, P., I. Zeler et A. Oliveira. Dialogic communication 2.0. Analysis of interactions in Latin American organizations. Revista Latina de Comunicación Social, juillet 2019. http://dx.doi.org/10.4185/rlcs-2019-1373en.

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Pestano Rodríguez, José Manuel, et María A. Gabino Campos. Estrategias de comunicación en las organizaciones de alumni. Communication strategies in alumni organizations. Revista Internacional de Relaciones Públicas, décembre 2011. http://dx.doi.org/10.5783/rirp-2-2011-04-61-77.

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Pedro Sebastiao, Sonia, et Tania Jose Fernandes. A Comunicação Intercultural nas Organizações : exemplos dinamarqueses The Intercultural Communication in Organizations : Danish examples. Revista Internacional de Relaciones Públicas, mai 2015. http://dx.doi.org/10.5783/rirp-9-2015-03-27-46.

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Hendricks, Beau A. Institutions and Organizations : Exploring the Interdependencies of Legitimacy Theory and Strategic Communication in Afghanistan. Fort Belvoir, VA : Defense Technical Information Center, avril 2010. http://dx.doi.org/10.21236/ada523181.

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Trevisan Fossá, Maria Ivete, et Fabiana da Costa Pereira. Parceria entre Organizações e TVs Comunitárias como Estratégias de Comunicação / Partnership between Organizations and Community TVs as Communication Strategies. Revista Internacional de Relaciones Públicas, mai 2014. http://dx.doi.org/10.5783/rirp-7-2014-08-117-132.

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Kolesova, N. A. Educational and methodological manual for teachers of preschool educational organizations "Elements of fairy-tale therapy in the socio-communicative development of older preschool children". Sib-expertise, février 2022. http://dx.doi.org/10.12731/er0532.03022022.

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The textbook emphasizes the relevance of the problem of the socio-communicative development of children of older preschool age. The manual consists of two chapters: the first chapter reveals general approaches and features of using elements of fairy-tale therapy in working with children of older preschool age to form their socio-personal competencies, describes the features of perceptions of preschool-age children when reading tales into their hearing, and also reveals the use of elements of fairy-tale therapy in pedagogical measures for the socio-communicative and speech development of older preschool children. The second chapter is devoted to the description of the most effective methods that make it possible to determine the degree of assimilation of the child's socio-personal competencies and the level of effectiveness of pedagogical influence aimed at communication and interaction between the children of the group. Practical materials are presented in the form of therapeutic tales that can be used by teachers of preschool educational organizations in corrective and developmental work on the socio-communicative development of older preschool children. The educational and methodological manual is addressed to teachers of preschool educational organizations, can be used in the system of further training in educational programs "Pedagogical activities in the context of the implementation of GEF preschool education," "Modern educational technologies in the context of the implementation of GEF preschool education."
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