TITLE

INTERPERSONAL DYNAMICS OF ORGANIZATIONAL COMMUNICATION: An Overview

AUTHOR(S)
Minter, Robert L.
PUB. DATE
July 1974
SOURCE
Journal of Business Communication;Summer74, Vol. 11 Issue 4, p40
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
The article discusses participatory decision-making theories and interpersonal dynamics of organizational communication in the superior-subordinate relationship. Management assumptions about leadership styles and the use of human resources greatly influence the participatory decision-making climate within the organization. Management styles are divided into two categories: organization- or task-centred and human resources or employee-centered. The organization-centred manager assumes that decision-making is the sole responsibility of upper-level management.
ACCESSION #
5932864

 

Related Articles

  • People or robots? KOURY, FRED // Smart Business Houston;Jul2013, Vol. 8 Issue 1, p4 

    In this article, the author expresses his views on how a chief executive officer (CEO) should handle employees. He states that a CEO should be able to address conflicts inside the workplace. He also explains that a CEO should allow employees to participate in meetings and engage in decision...

  • MBO as a Complement to Effective Leadership. Muczyk, Jan P.; Reimann, Bernard C. // Academy of Management Executive (08963789);May1989, Vol. 3 Issue 2, p131 

    Management by Objectives (MBO) has enjoyed mixed success as a practical management technique. While many factors have contributed to its spotty record, the authors propose that the most fundamental one may simply be a poor fit between the MBO process itself and the organizational environment in...

  • The Case for Directive Leadership. Muczyk, Jan P.; Reimann, Bernard C. // Academy of Management Executive (08963789);Nov1987, Vol. 1 Issue 4, p301 

    Is participative management all it's cracked up to be? These authors say: No! At least not unless it's complemented by the proper dose of follow-up, or directive leadership. What's more, this direction dimension of leadership style is particularly important in the many organizations with less...

  • PREDICTORS AND CONSEQUENCES OF DELEGATION. Leana, Carrie R. // Academy of Management Journal;Dec1986, Vol. 29 Issue 4, p754 

    This research examined predictors and consequences of delegation. Participants were 44 supervisors and 198 claims adjusters employed in 19 branch offices of a large insurance company. Delegation was operationally defined as the dollar level of authority exercised by adjusters to settle claims....

  • Participation In Goal-Setting Programs: An Attributional Analysis. Chacko, Thomas I.; Stone, Thomas H.; Brief, Arthur P. // Academy of Management Review;Jul1979, Vol. 4 Issue 3, p433 

    This article offers a conceptual framework to examine the multiple dimensions of goal-oriented management programs such as management by objectives through the use of attribution theory. In organizational literature, participation has most often been used to describe group decision making where...

  • Letting Go to Get Ahead. Gunn, Bob; Gullickson, Betsy Raskin // Strategic Finance;Feb2004, Vol. 85 Issue 8, p8 

    The article comments on skillful management and leadership that delegates authority, assigns accountability, and accepts responsibility. Leaders who believe that they have learned from their experiences and communicate confidence in their subordinates' ability to perform given tasks are acting...

  • ORGANIZATIONAL BEHAVIOR Best Paper Proceedings.  // Academy of Management Proceedings;2004, p53 

    The article presents abstracts pertaining to organizational behavior. They include "A Meta-Analytical Explanation of the Relationship Between LMX and OCB," "Antecedents and Consequences of Team Boundary Disagreement," and "Counterproductive Work Behavior Toward Supervisors & Organizations:...

  • How to forge better ties with your boss. Adkins, Ben // Fort Worth Business Press;11/19/2004, Vol. 17 Issue 47, p27 

    Gives advice in developing good working relations with the immediate boss. Importance of address the boss' concerns in a timely manner; Goals and priorities of the boss; Personality and management style.

  • WHEN CONFIDENCE COMES TOO SOON: COLLECTIVE EFFICACY, CONFLICT AND GROUP PERFORMANCE OVER TIME. GONCALO, JACK A.; POLMAN, EVAN G. // Academy of Management Annual Meeting Proceedings;2007, Vol. 2007 Issue 1, p1 

    The article examines how collective efficacy, which is defined as a group's shared belief that they can execute a task successfully, affects group performance over time. The article explains that the perception behind collective efficacy is mostly positive, because it allows the group to set...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics