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Добірка наукової літератури з теми "Communication in organizations"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 30 липня 2024

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Статті в журналах з теми "Communication in organizations"

1

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

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2

Koloka, Maria, and Eirini Papadaki. "Performing Arts Organizations' Communication Through Posters in Greece." International Journal of Semiotics and Visual Rhetoric 6, no. 1 (March 17, 2023): 1–16. http://dx.doi.org/10.4018/ijsvr.319802.

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This paper proposes an analysis of a sample of Greek cultural organizations' visual messages as polysemiotic, multimodal signs, in an attempt to examine the role of such messages for the communication strategy of cultural organizations. The sample constitutes visual messages from three Greek cultural organizations, each representing a different type of performing art. These organizations are Greek National Theatre, the National Opera of Greece, and the International Short Film Festival in Drama. All messages included in the study are messages promoting specific cultural events and, simultaneously, the organization as a brand. Through morphological and semiotic analysis of the respective messages of the selected organizations, a series of issues are going to be examined, including the way cultural organizations' messages are composed and projected, their relevance to the specific organization, and the impact of messages both in promoting a cultural event and the organization's brand, as well as maintaining and developing an organization's audience.

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3

Farhan Saputra. "Leadership, Communication, and Work Motivation in Determining the Success of Professional Organizations." Journal of Law, Politic and Humanities 1, no. 2 (February 5, 2021): 59–70. http://dx.doi.org/10.38035/jlph.v1i2.54.

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An organization is said to be professional if several indicators indicate the organization is professional. The leadership that regulates or manages the organization is the first indicator of an organization’s professionalism because, without leadership, the organization cannot run and achieve its goals. Then after leadership, there are indicators of communication as a determinant and the professionalism of an organization. Moreover, another critical factor in professional organizations is work motivation, which if an organization has good motivation or goals, the organization will achieve its goals quickly. In his study, a literature review study was produced. This review article is Leadership, Communication, and Work Motivation in determining the success of Professional Organizations. The results of this library research are that: 1) Leaderhip determines the success of Professional Organizations; 2) Communication determines the success of Professional Organizations; 3) Work Motivation determines the success of Professional Organizations.

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Jakučionienė, Lina. "The Paradox of Communication Professionals: Identifying the Gap between Theory and Practice and its Determining Factors." Information & Media 96 (December 28, 2023): 161–78. http://dx.doi.org/10.15388/im.2023.96.72.

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Researchers emphasize the need for communication to be part of the strategic management of an organization and its importance to the organization is recognized, yet the role of communication as a success and value creator for business organizations is not appreciated. This paper presents a study that aims to explore the perception of the role of communication professionals from the perspective of CEOs of business organizations. Semi-structured individual interviews were used to gather the views of CEOs of business organizations. The results of the research revealed a paradox that has not been explored so far. While CEOs of business organizations do not see top-level communication professionals as technical staff, but rather as having a strategic advisory role, the need of CEOs for the capabilities of communication professionals in the strategy development process is more of a technical operational rather than a strategic nature. CEOs tend to ignore the core mission of strategic communication which is to align the communication strategy with the business organization's strategy. The traditional view of the role of communication professionals leads to the perception that communication professionals are not perceived as important strategists in the development and implementation of the business organization's strategy.

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

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

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Husakovska, Tetiana O., and Bohdan R. Voit. "The Communication System of Enterprises and Organizations: The Main Components and Features of Functioning." Business Inform 3, no. 554 (2024): 323–28. http://dx.doi.org/10.32983/2222-4459-2024-3-323-328.

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The aim of the article is to study the communication system of enterprises and organizations, to define its main components, interconnection and interaction, as well as its role in the process of ensuring an effective management process. In modern conditions, the effective functioning of enterprises and organizations is impossible without an established system of information and communications management. The performance of managerial functions is accompanied by information exchange both within the organization and externally. It is determined that the organization’s communication system contains subsystems of internal and external communications that provide information exchange within the organization and outside of it. Within these subsystems, social, technical, information and managerial subsystems, their constituent elements and characteristics are allocated. The internal communication system of the enterprise is designed to provide access to information in the process of making managerial decisions, while maintaining the optimal level of information protection. In addition, its further purpose is to create a favorable psychological climate in the team, increase the degree of staff involvement and loyalty, and overcome resistance to changes in the organization. The system of external communications is designed, first of all, to ensure the possibility of communication influence on external stakeholders, as well as effective circulation of information flows and information security of the enterprise. A conclusion is made regarding the need to take into account the influence of all factors and conditions of the internal and external environment, the formation of a complex of information transfer methods and tools, the optimization of communication channels, which will allow the most effective communication influence on target audiences.

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

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

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

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

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

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

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Gaidarski, Ivan, and Neda Chehlarova. "MANAGEMENT APPROACHES AND APPLICATION AREAS OF INFORMATION SECURITY IN ORGANIZATIONS." ENVIRONMENT. TECHNOLOGIES. RESOURCES. Proceedings of the International Scientific and Practical Conference 2 (June 22, 2024): 110–13. http://dx.doi.org/10.17770/etr2024vol2.8062.

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In organizations, two types of communication can be distinguished, predetermining approaches to Information Security (IS): communication based on equality - "Network communication" (Networks from/in organizations) and "Hierarchical organizational communication". A primary task of IS in an organization is to protect sensitive data in both types of communication. The IS approach must be tailored and cover all options – a holistic approach. Existing IS management approaches can be divided into two large groups: Information security approaches in Network Communications and data security approaches in Hierarchical Organizational Communication. Approaches to managing IS in network communications include Firewalls, Intrusion Detection Systems (IDS), Intrusion Prevention Systems (IPS), Anti-Virus, Anti Malware, Endpoint Protection, Perimeter Security and Cyber-threat intelligence systems. IS management approaches in Hierarchical Communication include Data Classification and Data Leakage Prevention (DLP) systems. In the article are examined the areas of application of the different approaches to information security in an organization - External network, Network Perimeter, Internal network, Computer equipment, Applications and Data.

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Дисертації з теми "Communication in organizations"

1

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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2

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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4

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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5

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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7

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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8

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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9

Norander, Stephanie N. "Peaceful Alternatives: Women's Transnational Organizing In Post-Conflict Areas." Ohio : Ohio University, 2008. http://www.ohiolink.edu/etd/view.cgi?ohiou1219374638.

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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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Книги з теми "Communication in organizations"

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L, Pepper Gerald, ed. Understanding organizations: Interpreting organizational communication cultures. Columbia, S.C: University of South Carolina Press, 1993.

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2

Fielding, Michael. Effective communication in organizations. 2nd ed. Kenwyn: Juta, 1997.

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3

Fulk, Janet, and 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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4

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

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5

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

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6

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

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7

National Communication Association (U.S.), ed. Communication within/across organizations. Washington, DC: National Communication Association, 2007.

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8

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

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9

Allen, Myria. Strategic Communication for Sustainable Organizations. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-18005-2.

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10

Goodall, H. Lloyd. Small group communication in organizations. Dubuque, Iowa: W.C. Brown, 1985.

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Частини книг з теми "Communication in organizations"

1

Harris, Thomas E., and Mark D. Nelson. "Understanding Organizations." In 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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2

Williams, Richard S. "Communication in Organizations." In 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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3

Barnhill, Christopher R., Natalie L. Smith, and Brent D. Oja. "Communication in Organizations." In 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., and William A. Owings. "Communication in Organizations." In 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." In 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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Garner, Johny T. "Groups in Organizations." In Group Communication, 253–63. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003227458-21.

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Wee, Lionel. "Towards Posthumanist Organizations." In Automation in Communication, 105–23. London: Routledge, 2024. http://dx.doi.org/10.4324/9781003467922-7.

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O’Toole, Paddy. "Retaining Knowledge Through Communication." In 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." In 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, and Dexin Tian. "Intercultural Communication and Organizations." In 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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Тези доповідей конференцій з теми "Communication in organizations"

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Abrashi, Gazmend. "Organizational communication - Communication process in business organizations." In 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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Mesaroş, Florin, and Irina Antoaneta Tănăsescu. "Integrated Strategic Communication in Romanian Organizations." In 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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Zakaitė, Ernesta, and Rita Jakutienė. "Analysis of the communication of the non-governmental organization "Unikalus gyvenimas" on the social network Facebook." In Applied Scientific Research. Šiaulių valstybinė kolegija / Higher Education Institution, Lithuania, 2023. http://dx.doi.org/10.56131/tmt.2023.2.2.164.

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In a modern organization, successful communication is an extremely important process in order to achieve set goals and aspirations. Proper communication can contribute to the formation of the image, the organization's marketing strategy, reaching target audiences, maintaining relations with the public, and attracting sponsors. The growing popularity of social networks encourages organizations to use this tool more and more actively and communicate in an interactive space. The article analyzes the concept of communication, types, channels and tools of organizational communication. The concept of social networks and their benefits for organizational communication are clarified. A practically conducted quantitative study presents an analysis of the communication of the non-governmental organization "Unikalus gyvenimas" on the Facebook social network. The study revealed how respondents evaluate the communication of "Unikalus gyvenimas" on the social network Facebook, conclusions and recommendations are presented. Keywords: organizational communication, external communication, social networks, Facebook.

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Lukić Nikolić, Jelena, Aleksandar Dejanović, and Snežana Lazarević. "The Role of Agile Leaders in Establishing Effective Internal Communication in Digital Organizations." In 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, and Vida Davidavičienė. "ORGANIZATION BEHAVIOR CHANGES CAUSED BY INFORMATION AND COMMUNICATION TECHNOLOGIES." In 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." In 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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Beig, Leila, and Atefeh Ghavamifar. "Organizational Memory Building Blocks of Virtual Organizations." In Communication Technologies: from Theory to Applications (ICTTA). IEEE, 2008. http://dx.doi.org/10.1109/ictta.2008.4530308.

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M. Gallant, Linda, Gloria M. Boone, and Gregg Almquist. "Wireless Organizational Communication: A Framework for Communicative Informatics." In 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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Bocean Vărzaru, Anca Antoaneta, Claudiu George Bocean, Mădălina Giorgiana Mangra, and Michael Marian Nicolescu. "Accounting the Moderation Effects on the Relationship between Social Responsibility and Business Ethics." In 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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Dіulherova, Anastasiia, and Olha Baidarova. "Features of the volunteer organizations management in the direction of assisting the military in conditions of war." In Sociology – Social Work and Social Welfare: Regulation of Social Problems. Видавець ФОП Марченко Т.В., 2023. http://dx.doi.org/10.23939/sosrsw2023.122.

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Background: The volunteer movement in Ukraine, which has always intensified in times of greatest threat, has since February 24, 2022, accumulated the efforts of volunteers, directing all their efforts to help the army. This has led to an increase in the number of volunteer organizations helping the military. The social demand and the needs they respond to set high expectations for volunteers. In such circumstances, volunteer organizations must pay special attention to the organization of volunteer activities. The question arises: how do volunteer organizations working to help the military cope with the risks and challenges that have arisen in connection with a full-scale war? The lack of qualitative knowledge about how they organize activities, engage volunteers, and keep them motivated, what are the peculiarities of communication and evaluation of their work, etc. determines the applied significance of the study, the results of which are reflected in the abstracts. Objective: To find out the peculiarities of management of volunteer organizations in the field of assistance to the military in war and to identify ways to strengthen their organizational capacity. Methods: The research was qualitative in nature. The theoretical method of the study was to analyze documents on the topic of volunteer management. The main method of empirical research was a structured interview with representatives of volunteer organizations working to help the military, aimed at studying: the content of volunteers' work, the risks of working in war, the difficulties of conducting activities, the peculiarities of volunteer management, assessment of the organization's capacity and ways to strengthen it. To process the results, we analyzed and compared the content of the respondents' answers. Results: Volunteer organizations working to help the military are different from others and have their own special internal organization. During the war, they faced a number of challenges, the answer to which is determined by the specifics of volunteer management of different types of organizations. The article reveals differences in the work of old (those that functioned before the full- scale invasion) and newly created volunteer organizations. The key factors that weaken the capacity of a volunteer organization include internal (misconceptions about management, in particular, about engaging volunteers in work, organizing their activities and motivation, ignoring the risks of burnout, insufficient communication with former volunteers, etc.) and external (decline in active involvement of volunteers, people's distrust of the organization and the organization – of the state authorities, legal insecurity of volunteers, funding risks, chronic stress). Conclusion: Since the outbreak of full-scale war, the activities of organizations that help the military have changed dramatically, and these changes can be recorded in a certain sequence: 1) a new stage of development; 2) a decline in activity (a decrease in the number of contributions and people); 3) transformation of approaches to volunteer management, including resource mobilization. Volunteer organizations, regardless of their type, need to strengthen their capacity in such areas as developing internal policies, facilitating strategic planning, developing an organizational structure, and maintaining staff motivation and development. Older and younger organizations have different needs for strengthening their advocacy and communication capacities. One of the ways to strengthen the organizational capacity of volunteer organizations can be training aimed at overcoming false stereotypes about volunteer management. Keywords: volunteer activity, volunteer management, war, volunteering to help the military.

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Звіти організацій з теми "Communication in organizations"

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Fortuna, Casoria, Riedl Arno, and 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, January 2001. http://dx.doi.org/10.21236/ada397094.

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Levine, Ross, Chen Lin, Qilin Peng, and Wensi Xie. Communication within Banking Organizations and Small Business Lending. Cambridge, MA: National Bureau of Economic Research, May 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, May 1994. http://dx.doi.org/10.21236/ada280319.

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

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

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Pedro Sebastiao, Sonia, and Tania Jose Fernandes. A Comunicação Intercultural nas Organizações: exemplos dinamarqueses The Intercultural Communication in Organizations: Danish examples. Revista Internacional de Relaciones Públicas, May 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, April 2010. http://dx.doi.org/10.21236/ada523181.

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Trevisan Fossá, Maria Ivete, and 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, May 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, February 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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