共查询到20条相似文献，搜索用时 15 毫秒
1.
《Communication monographs》2012,79(3):311-332
A dialectical perspective recognizes that there are tensions between oppositions in human interaction such as the need for independence and the need for dependence. This approach has been instrumental in exploring the dialectical tensions and coping strategies individuals use in interpersonal contexts. This ethnographic study utilized a dialectical perspective to examine group communication in a community theater group. The results revealed 11 specific dialectical tensions within the group that represent four more global issues for the group as well as a number of communication strategies that group members use to manage those tensions. These issues provide a framework for further development of a communication theory of group dialectics. 相似文献
2.
Gloria J. Galanes 《Communication Studies》2013,64(5):409-425
This study examined dialectical tensions faced by leaders of small task-oriented groups. Interviews with 10 male and 13 female group leaders revealed three major categories of internal dialectical tensions: group control by leader/by members, leader's focus on task-related/nontask-related concerns, and leader's focus on group process/outcome. Tensions were nonbinary; for example, task concerns contrasted with three different types of nontask concerns. Future research should investigate the relationship between group leader effectiveness and dialectical tension management, the relative importance of managing specific tensions, and the consistency of group leader/member perspectives. 相似文献
3.
Margaret J. Pitts Craig Fowler Matthew S. Kaplan Jon Nussbaum John C. Becker 《Journal of Applied Communication Research》2013,41(1):59-79
Though succession planning is vital if a farm is to survive, many farm families fail to take necessary succession planning actions. Semi-structured interviews conducted with 20 members of nine small-farm families in Pennsylvania revealed that dialectical tensions surrounding a farm transfer influence succession planning readiness and action. This report identifies five indigenous dialectical tensions that influence succession planning and describes five praxis patterns families use to manage them. Practical applications are outlined for agriculture estate planning professionals and others involved in family inheritance communication services to provide effective assistance to farm families in their succession planning efforts. 相似文献
4.
Maggie Farrell 《图书馆管理杂志》2018,58(2):166-173
Leadership faces a number of paradoxes that can be challenging and confusing, particularly as individuals take on new leadership roles. Employees want leaders to be decisive but participatory in decision making, focused on big pictures but contribute to detailed discussions, and engage but not micromanage. It is confusing as mixed messages are given to leaders and the opinions of employees vary, creating a situation in which it is difficult for leaders to fully understand employee expectations. Leaders not only need to understand these paradoxes but develop methods to balance employee expectations and communication strategies that help employees appreciate the balancing act that each leader must develop. 相似文献
5.
Ginny Barnes 《Public Library Quarterly》2013,32(1):58-63
In this article, workplace communications and training consultant Ginny Barnes highlights the workplace tensions as Generation Y young adults replace their baby‐Boomer parents on the job. The author points out that Gen Y staff bring different expectations to the workplace. These young people are, for example, cynical about current leadership and want to be able to trust their workplace leaders; they need parent‐style coaches to help them face the intractable problems that always show up in the workplace; and they are more expert at electronic than interpersonal communication. Barnes says that Gen Y'ers can become good workers but only with some innovative management efforts to help make them so. 相似文献
6.
Maggie Farrell 《图书馆管理杂志》2013,53(6):722-730
ABSTRACTLeaders have tremendous influence not only in their organizations but for the profession and within the communities they serve. Librarianship has strong core values that are the foundation of our services but librarians also create an environment that supports diversity of opinions. How does a library leader balance social justice while serving the broad needs of a community? Is there an inherent conflict between personal perspectives and the encompassing multiple viewpoints? Library leaders may face difficult decisions in determining social justice issues within their libraries considering personal beliefs, institutional responsibilities, and community impacts. Every library leader has opportunities to address social justice issues within libraries and in so doing, will advance community goals of inclusiveness of all members. 相似文献
7.
Kevin B. Wright Ph.D. 《Communication Studies》2013,64(2):239-253
While relational maintenance has been found to be an important aspect of interpersonal relationships within the face‐to‐face world, the nature of relational maintenance among partners within computer‐mediated relationships is a relatively unexplored area. This study examined the use of maintenance strategies and perceptions of relational partners among (N = 178) undergraduate students within exclusively Internet‐based and primarily Internet‐based relationships. The findings indicated that positivity and openness were the most frequently used maintenance strategies. People who used positivity and on‐line activities had higher perceptions of attitude similarity than people using avoidance strategies, and people who used positivity and openness perceived their partner's quality of communication to be higher than those who used other strategies. People maintaining primarily Internet‐based relationships had higher relational communication and background similarity scores than people maintaining exclusively Internet‐based relationships. Finally, people maintaining exclusively Internet‐based relationships had different perceptions of on‐line friends and acquaintances based upon their frequency of on‐line interaction. 相似文献
8.
《Communication monographs》2012,79(1):55-86
This paper reconsiders the usual contrast between “old” and “new” organizational forms, exploring what happens when postbureaucratic control meets bureaucratic formalization. It develops earlier work on “organized dissonance,” first, by recasting postbureaucratic practice as a hybrid of contrary forms. The paper then situates feminist bureaucracy as a usual, rather than exceptional, case of postbureaucratic practice. Through qualitative analysis, it demonstrates how members of a feminist community merged opposing forms of control to manage three tensions endemic to postbureaucratic organizing: (1) homogeneity–heterogeneity, (2) moral–instrumental aims, and (3) formalized/universal–unobtrusive/particular control. Simultaneously, the analysis models an approach to theorizing organizational forms that moves beyond stylized typologies of structural features and toward grounded frameworks that honor the dialectical texture of communication practice. Ultimately, the paper repositions feminist contributions to the study of organizational form by minimizing claims to distinctiveness, emphasizing shared interests across forms of organizing, and considering what all scholars of form might learn from feminism's rich legacy of “practicing” postbureaucracy. 相似文献
9.
Steve Parton 《New Review of Academic Librarianship》2013,19(1-2):79-89
This article begins with an overview of Bournemouth University's pioneering Peer Assisted Learning Scheme (PAL) and describes how in 2005/06 the library became involved, collaborating with the PAL Coordinator to develop materials for use by PAL Leaders. PAL is intended to foster cross-year support between students on the same course. It encourages students to support each other and learn cooperatively under the guidance of trained students from the year above—called PAL Leaders. Two documents were produced to support and empower these leaders. The first, Using the Library for Your Research, provides leaders with key guidance information on the University Library, its resources and the services it provides. The second, Citing References Using the Harvard System, aims to explain and demystify the Harvard referencing system and to encourage good referencing habits in students from an early stage of their course through a practical hands-on exercise. Feedback from PAL Leaders continues to inform the development of these guidance materials, in particular the referencing exercise that was reworked to better suit the needs of the leaders delivering it. 相似文献
10.
Abstract Media companies inherently face organizational tensions, as dual—artistic and commercial—orientations are part of their mission. Yet, it is still poorly understood what the existence of such tensions implies for managing media companies that undergo organizational changes to embrace technological convergence. Based on a case study with a European media company, this article argues that different organizational tensions exist and exemplifies this by characterizing structural, processual, and cultural tensions. This study finds that these tensions are interlinked, interdependent, and dynamic—namely, when media companies change, their inherent tensions are also likely to change. Thus, they need to be actively and comprehensively managed to avoid disfunctionalities. In fact, considering the different tensions in the reorganizing process might enhance its chances of success. Relocating the tension, enhancing perception of the tension, and providing training to increase awareness of employees emerge from this case as different strategies for managing tensions. 相似文献
11.
Michael W. Kramer Rebecca J. Meisenbach Glenn J. Hansen 《Journal of Applied Communication Research》2013,41(1):18-39
Approximately 25% of Americans volunteer annually (Bureau of Labor Statistics, 2011). As organizational members, they face uncertainty concerning their roles, their relationships, and their organizations (Kramer, 2004). Volunteers likely face different uncertainty management issues than employees who have been the focus of most previous research. Volunteers have a different psychological contract and different motivations than employees (Rousseau, 1990). This study examined issues of uncertainty management of volunteer members in a particular setting, a community choir. In particular, it found that supervisor and peer communication and other internal factors, such as more preparation time and less difficult tasks, were associated with higher levels of certainty for members of a community choir. In addition, higher levels of certainty and additional external factors such as family support for participation and lack of conflicts were associated with higher levels of satisfaction and identification and a greater willingness to recruit for the organization. Results have implications for improving communication to increase volunteers' certainty and increasing their voluntary participation in organizations. 相似文献
12.
《Communication monographs》2012,79(3):246-257
This study examined the relationship between the opinionated quality of leaders’ statements and small group consensus. Confederates trained to exhibit differing levels of opinionatedness served as “appointed” leaders of policy‐making groups. Groups with unopinionated leaders came closer to total consensus than groups whose leaders exhibited deliberately opinionated communication behavior. In addition, unopinionated leaders were rated more competent and more objective by their group members than were opinionated leaders. Findings relating opinionated leadership to maintenance of influence and member satisfaction were inconclusive. 相似文献
13.
《Qualitative Research Reports in Communication》2013,14(1):86-96
Organizations are experiencing more online activity requiring more digital communication than ever before. Due to these increasing electronic experiences and the uncertainties that result for electronic leaders (e-leaders), this study explored the strategies e-leaders use to manage uncertainties within organizational settings. To accomplish this inquiry, computer-supported analysis examined 281 qualitative responses to an e-leader survey. Findings revealed that conditional communication, team, time, and technology strategies are widely deployed by e-leaders to manage the shared uncertainties of people, time, and technology. Further, conditional communication was found to be a ubiquitous and highly co-occurring strategy allowing e-leaders to move from computer mediated communication to face-to-face communication and vice versa, to utilize different channels and messages dependent upon varied goal needs, and to encourage feedback and the sharing of organizational leadership across different technology spaces. 相似文献
14.
《Communication monographs》2012,79(4):282-287
This study investigated the effects of leader structuring style (attention to group interaction procedures) on group member satisfaction and communication performance when the task‐orientation of group members varied. Results indicated little difference in the behavior of high task‐oriented subjects regardless of whether they interacted with structuring or nonstructuring leaders. Subjects low in task‐orientation, however, were significantly more satisfied with their leader and their group's task performance, and were rated by judges of discussion tapes as being in higher quality discussion groups and as making more communication skills statements and fewer social‐emotional contributions when they worked with structuring leaders than when they worked with nonstructuring leaders. 相似文献
15.
Maggie Farrell 《图书馆管理杂志》2017,57(2):215-222
Time management is an essential component of leadership. Leaders need to develop strategies to maximize time in order to achieve personal and organizational goals. While there are numerous time saving methods, leaders will need to test and determine which patterns are most effective for their personal style. There are some organizational strategies that will benefit the individual leader as well the organization such as planning, goal setting, delegation, decision authority, and work life balance. By managing time, the leader is accounting for the important commodity of time within an organization. 相似文献
16.
Maggie Farrell 《图书馆管理杂志》2015,55(2):121-130
Column Editor's Note. Leaders need to develop long term perspectives if they are to be successful in leading their organizations into the future. A vision is a good start but the leader needs to be able to anticipate developments, opportunities, changes, and finances if they are to guide their organization through a changing landscape. Successful leaders are able to develop insights into the future and position their organization to positively interact with their environment. While some of these skills are intuitive, leaders are able to develop a long term perspective through several strategies. Interested authors are invited to submit articles for this column to the editor at farrell@uwyo.edu. 相似文献
17.
《Communication monographs》2012,79(3):255-277
Tension-centered analyses are increasingly popular in organizational communication studies. Hence, how tensions emerge and are dealt with by organizational members in their work activities are key issues of debate in our field. The purpose of this article is to develop a ventriloqual approach for investigating how organizational tensions (whether expressed in the form of contradictions, dilemmas, paradoxes, or situational ironies) are communicatively constituted through the mobilization of figures that contradict or clash with each other. To demonstrate the theoretical and empirical value of this approach, we use it to analyze two fieldwork cases from a seven-year ethnographic study of Médecins sans Frontières, and thus show how tensions shape organizational members' realities by being felt and sensed in interactions. 相似文献
18.
Hemant Shah 《亚洲交流杂志》2013,23(1):32-46
This article uses the Chipko movement in northeastern India to propose an additional way to think alternatively about communication and development. The Chipko movement took place in the 1970s. Movement members demanded better local resource management by the state and for a greater voice in the determining the use of the local forests. Acknowledging that alternatives to the dominant paradigm of communication and development already exist (the participatory communication models and the participatory action research models), this essay shows even these alternatives did not address certain problems associated with the dominant paradigm. After a brief review of the dominant paradigm and the alternatives this article examines certain dimensions of the Chipko movement, such as the role of movement leaders, resource management, and strategies of communication, and argues that a Chipko-based ‘regions in protest’ model should take a place among the various models posed as alternatives to the dominant paradigm. 相似文献
19.
《Communication monographs》2012,79(1):88-110
In organizational communication studies, empowerment has come to connote flatter structures, participation programs, and other techniques thought to enhance member competence and control through increased self-direction. We contend that this model-and, arguably, organizational communication studies more broadly-presumes a particular employment contract. We report a study of a different contract: staff-volunteer relations at a nonprofit organization. Our results indicate that, while volunteers prioritized the role of social support in accomplishing empowerment, staff members treated volunteers as pseudo-employees to be empowered through enhanced authority and participation. Ironically, the staff's model impeded volunteer empowerment. We use the case to mark the contingent character of empowerment, and specifically, (a) its contextual and intersubjective nature, (b) its relational and emotional aspects, and (c) the importance of members' temporal investment in the organization. We conclude that attention to diverse membership contracts and contexts can complicate and enrich empowerment theory. 相似文献
20.
This article examines the negotiation of organizational tensions by purpose-driven consultancies, for-profit firms also motivated by social change agendas in their implementation of organizational development for corporate clients. Using two case studies – APCom training ethical corporate leaders, and GreenD communicating environmental sustainability programs – we trace how such consultancies negotiate these tensions, and how their underlying purpose might accordingly transform. Our multi-case study suggests two broad tensions related to purpose and impact that are experienced in context-specific ways by the consultancies. Although members sought to frame these tensions in positive ways, as complementary dialectics or contradicting the dominant capitalist system, they were also at risk of devolving into more paradoxical contradictions and even debilitating double binds, without sustained discussion to ‘repurpose’ the firms. We close by discussing theoretical and practical implications for purpose-driven consultancies, given that their pursuit of social change is often at odds with the status quo. 相似文献