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Embarrassments in managerial communication

Treść / Zawartość
Identyfikatory
Warianty tytułu
PL
Zakłopotanie w komunikacji menedżerskiej
Języki publikacji
EN
Abstrakty
EN
The study is circumscribed Management Science. It aims to investigate for the first time embarrassments of managerial communication. After an overview of evolution of the managerial communication is revealed that the problem of embarrassments of managerial communication was not ever studied. Using meta-analytic and observational procedures and methods are highlighted that the main generators of embarrassments are communicators, as basic elements of communication, those who initiate, perform, maintain and/or interrupt communication. There are recorded three kinds of embarrassments to communication: easily gotten over difficulties, difficult gotten over and barriers almost insurmountable. It is observed that intervene of some endogenous factors of the communication process and/or exogenous factors in the communication process. The first category factors are subjective and are manifested in misunderstandings, lack of consensus, differences of opinion, disagreements and conflicts; they are partly due to the asymmetric nature of the communication situation manager vs. subordinate. The second category factors are objective (physical) and are related to environment in which communication performs (context, situation, setting), the channels of communication, media and noise.
PL
Niniejsze badanie odnosi się do Nauk o Zarządzaniu. Ma ono na celu zbadanie po raz pierwszy zakłopotania w komunikacji menedżerskiej. Po dokonaniu przeglądu kształtowania się komunikacji menedżerskiej wykazano, że problem zakłopotania w komunikacji menedżerskiej nie był nigdy badany. Wykorzystane meta-analityczne i obserwacyjne procedury oraz metody naświetlają, że głównymi generatorami zakłopotania są komunikatory, jako podstawowe elementy komunikacji, które inicjują, wykonują, utrzymują i / lub przerywają komunikację. Istnieją trzy zarejestrowane rodzaje zakłopotania w komunikacji: trudności łatwe do przezwyciężenia, trudne do przezwyciężenia i bariery niemal nie do pokonania. Obserwuje się interwencję niektórych czynników endogennych i / lub czynników egzogennych w procesie komunikacji. Czynniki pierwszej kategorii są subiektywne i objawiają się nieporozumieniami, brakiem porozumienia, różnicami zdań, sporami i konfliktami; wynikają one częściowo z powodu asymetrycznego charakteru sytuacji komunikacyjnej kierownika wobec podwładnego. Czynniki drugiej kategorii są obiektywne (fizyczne) i związane są z otoczeniem, w którym przeprowadzana jest komunikacja (kontekst, sytuacja, ustawienie), kanałami komunikacji, mediami i hałasem.
Rocznik
Strony
171--180
Opis fizyczny
Bibliogr. 38 poz.
Twórcy
autor
  • University of Craiova, Faculty of Letters
autor
  • University of Craiova, Faculty of Letters
autor
  • University of Craiova, Faculty of Letters
  • University of Craiova, Faculty of Letters
Bibliografia
  • • Ahmed Z., Shields F., White R., Wilbert J., 2010, Managerial communication: the link between frontline leadership and organizational performance, “Journal of Organizational Culture, Communications & Conflict”, 14(1).
  • • Arman R., Wikström E., Dellve L., 2013, Managerial communication practices. Health care managers’ everyday structuration, “Scandinavian Journal of Public Administration”, 16(2).
  • • Axley S.R., 1984, Managerial and organizational communication in terms of the conduit metaphor, “Academy of Management Review”, 9(3).
  • • Bell R.L., Martin J.S., 2012, The Relevance of Scientific Management and Equity Theory in Everyday Managerial Communication Situations, “Journal of Management Policy & Practice”, 13(3).
  • • Bell R.L., Martin J.S., 2014, Managerial Communication, Business Expert Press.
  • • Bell R.L., Martin J., 2008, The promise of managerial communication as a field of research, “International Journal of Business and Public Administration”, 5(2).
  • • Bell R.L., Roebuck D., 2015, An Increasing Usefulness for Managerial Communication Research on the Main Topics of Management, [Available at SSRN 2552340].
  • • Birdsall P., 1980, A comparative analysis of male and female managerial communication style in two organizations, “Journal of Vocational Behavior”, 16(2).
  • • Button K., Rossera F., 1990, Barriers to communication, “The Annals of Regional Science”, 24(4).
  • • Buzzanell P.M. (Ed.), 2000, Rethinking organizational and managerial communication from feminist perspectives, Sage.
  • • Cândea R.M., Candea D., 1996, Managerial Communication. Bucharest, Expert Publishing House.
  • • Danciulescu D., Colhon M., 2014, Splitting the structured paths in stratified graphs, Application in Natural Language Generation, Analele Stiintifice ale Universitatii Ovidius Constanta-Seria Matematica, 22(2).
  • • Dasgupta S.A., Suar D., Singh S., 2012, Impact of managerial communication styles on employees' attitudes and behaviours, “Employee Relations”, 35(2).
  • • de Figueiredo, C.M.M., 2014, Emotions and Recommender Systems: A Social Network Approach, Doctoral dissertation, Universidade do Porto.
  • • Dennis H.S., 1975, The construction of a managerial communication climate inventory for use in complex organizations, In annual convention of the International Communication Association, Chicago.
  • • Driskill L.P., Ferrill J., Steffey M.N., 1992, Business & Managerial Communication: New Perspectives, Dryden Press.
  • • Grigoraş G., Dănciulescu D., Sitnikov C., 2014, Assessment Criteria of E-learning Environments Quality, “Procedia Economics and Finance”, 16.
  • • Huseman R.C., Alexander E.R., 1979, Communication and the managerial function: A contingency approach, “Readings in Organizational Behavior.
  • • Hynes G.E., 2002, Strategies for Teaching Managerial Communication, “Business Communication Quarterly”, 65(3).
  • • Hynes G.E., 2005, Managerial communication: Strategies and applications, McGraw-Hill.
  • • Klimova B.F., Semradova I., 2012, Barriers to communication, “Procedia-Social and Behavioral Sciences”, 31.
  • • Lahiff J.M., Hatfield J.D., 1978, The winds of change and managerial communication practices, “Journal of Business Communication”, 15(4).
  • • Lillico T.M., 1972, Managerial communication, Pergamon Press.
  • • Modrak V., Radu S.M., Modrak J., 2014, Metrics in Organizational Centralization And Decentralization, “Polish Journal of Management Studies”, 10(2).
  • • Morrison E.W., Milliken F.J., 2000, Organizational silence: A barrier to change and development in a pluralistic world, “Academy of Management Review”, 25(4).
  • • Munter M., 1992, Guide to managerial communication, Pearson Education India.
  • • Negrea X., 2014, Objectivity between illusions and professional standards in today’s journalism, “Social Sciences and Education Research Review”, 1(1).
  • • Neher W.W., 1997, Organizational Communication – Challenges of Change, Diversity, and Continuity, Boston, Allyn and Bacon.
  • • O'Brien J., 2014, Football and Spanish Cultural Life; some contemporary perspectives and observations, “Social Sciences and Education Research Review”, 1(1).
  • • Panko R.R., 1992, Managerial communication patterns, “Journal of Organizational Computing and Electronic Commerce”, 2(1).
  • • Rasberry R.W., Lindsay L., 1986, Effective managerial communication, Kent Publishing Company.
  • • Roberts K.H., O’Reilly III C.A., 1974, Failures in Upward Communication in Organizations: Three Possible Culprits, “Academy of Management Journal”, 17(2).
  • • Robertson E., 2005, Placing leaders at the heart of organizational communication - As a tribute to Ed Robertson, a return to the Managerial Communication Climate Model shared in SCM in January 1997, an approach as, “Strategic Communication Management”, 9(5).
  • • Rogers C.R., Roethlisberger F.J., 1952, Barriers and Gateways to Communication, “Harvard Business Review”, 30(4).
  • • Schiemann W.A., Graen G.B., 1984, Structural and interpersonal effects in patterns of managerial communication, Unpublished manuscript, Department of Management, University of Cincinnati.
  • • Seeger M.W., Sellnow T.L., Ulmer R.R., 2012, Communication, Organization, and Crisis, Communication Yearbook 21.
  • • Shapiro I.S., 1984, Managerial communication – the view from inside, “California Management Review”, 27(1).
  • • Smarandache F., Vlăduțescu Ș., 2014, Towards a Practical Communication Intervention, Revista de cercetare şi intervenţie socială, 46.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-0ae3b613-b018-4ace-a300-2f735b6cbe73
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