A Team Approach to Information Architecture

A case study of a team approach to information architecture at Duke University by graduates of the Duke Continuing Studies Technical Communication Certificate program.

Olson, Amy, Sangita Koli and Dino Ruggiero. Carolina Communique (2008). Articles>Business Communication>Information Design>Content Management

Accomplishing Knowledge: A Framework for Investigating Knowing in Organizations    

This article proposes a shift in how researchers study knowledge and knowing in organizations. Responding to a pronounced lack of methodological guidance from existing research, this work develops a framework for analyzing situated organizational problem solving. This framework, rooted in social practice theory, focuses on communicative knowledge-accomplishing activities, which frame and respond to various problematic situations. Vignettes drawn from a call center demonstrate the value of the framework, which can advance practice-oriented research on knowledge and knowing by helping it break with dubious assumptions about knowledge homogeneity within groups, examine knowing as instrumental action and involvement in a struggle over meaning, and display how patterns of knowledge-accomplishing activities can generate unintended organizational consequences.

Kuhn, Timothy and Michele H. Jackson. Management Communication Quarterly (2008). Articles>Knowledge Management>Organizational Communication

Afraid to Measure: The State of Communications Accountability

With all the emphasis on ROI of public relations in the so-called 'marketing mix' to increase sales, the communications goals of most leaders and communicators go far beyond public relations ROI connected to sales.

Journal of Leadership Communication Counsel (2007). Articles>Management>Communication>Business Communication

Alternative Ways to Measure the Effectiveness of Your Publications

If you want to go beyond the usual limits of a traditional readership survey that tells you how well received a publication is, first clarify your objectives. Then you might include additional "impact" questions on your next survey, conduct in-depth focus groups with readers, and conduct some objective, "audience-free" measurements of the publication to see how well those objectives were met.

Sinickas, Angela D. Sinickas Communications (1998). Articles>Management>Communication>Assessment

Analysis of the Communication Components Found Within the Situational Leadership Model: Toward Integration of Communication and the Model    

This article identifies and assesses the effectiveness of communicating expectations, listening, delegating, and providing feedback in relation to the Hersey-Blanchard Situational Leadership model. It reviews the correlation between task versus relationship behavior that forms the basis of the Situational Leadership model. Then the article summarizes information found in literature on effective techniques for the four skills stated above. As these techniques are identified, they are discussed in relation to their effective use in the Situational Leadership model. To understand the application of the model in businesses and its impact on managers communication effectiveness, we conducted a study of an operational department of a Fortune 500 financial services company. The results and content analysis of a survey we administered by random selection of the managers in this department indicate that successful use of the Situational Leadership model relies on effectiveness in four communication components: communicating expectations, listening, delegating, and providing feedback. Finally, we recommend areas of future research such as comparison analysis of surveys, interviews, and focus groups with subordinates of managers who have been trained on the Situational Leadership model and those who have not.

Brown, Nicole A. and Randolph T. Barker. Journal of Technical Writing and Communication (2001). Articles>Business Communication>Management

Benchmarking: Ugly Truths and Unpredictable Outcomes

A walk through a benchmarking project, sharing some of the behind-the-scenes stories of benchmarking gone right, and gone wrong. So, here they are, complete with tales of terror, moments of madness and even some back-room horse-trading.

Sinickas, Angela D. Sinickas Communications (2000). Articles>Management>Communication>Assessment

Beyond Power and Resistance: New Approaches to Organizational Politics  

In this introduction to the special issue, the editors question the still-prevalent dichotomy of power and resistance when studying organizational politics. They begin by tracing the evolution of power and resistance in critical scholarship. Then, they propose that because of changing workplace dynamics, power and resistance are increasingly intertwined. More nuanced concepts are required to describe this. Finally, they argue that power and resistance should be considered as a singular dynamic called struggle.

Fleming, Peter and André Spicer. Management Communication Quarterly (2008). Articles>Management>Organizational Communication>Business Communication

Building a Biodiversity Content Management System for Science, Education, and Outreach    

We describe the system architecture and data template design for the Animal Diversity Web (http://www.animaldiversity.org), an online natural history resource serving three audiences: 1) the scientific community, 2) educators and learners, and 3) the general public. Our architecture supports highly scalable, flexible resource building by combining relational and object-oriented databases. Content resources are managed separately from identifiers that relate and display them. Websites targeting different audiences from the same database handle large volumes of traffic. Content contribution and legacy data are robust to changes in data models. XML and OWL versions of our data template set the stage for making ADW data accessible to other systems.

Parr, C.S., R. Espinosa, T. Dewey, G. Hammond and P. Myers. Data Science Journal (2005). Articles>Content Management>Scientific Communication

Case in Point: Cisco’s Model For Change Management

A few months ago, a company-wide team at Cisco Systems Inc. was challenged to come up with the best model for change management. Several team members had experience in change management through various disciplines, such as process management, HR consulting, communication, Six Sigma and IT. In the first meeting, the team recognized many factors that would affect how they moved forward: hundreds (maybe thousands) of models already existed, thousands of consultants had their favorite models and were eager to help, and employees were familiar with models from other companies.

Horn, Karen. Communication World Bulletin (2004). Articles>Business Communication>Management>Case Studies

The Challenge of Line Manager Communication

There is a great deal of research around these days that makes the connection between employee engagement and good line manager communication. After all, as the saying goes, people don’t leave bad companies, they leave bad managers. The reality is there are many elements that make a bad manager. As communication professionals, we are not there to solve all the problems of socially challenged managers, but we do need to help them fulfill their role in effectively communicating to their people.

Cropley, Adrian. Communication World Bulletin (2007). Articles>Business Communication>Management>Workplace

Challenging Your Assumptions: Entrepreneurial Groups Offer Idea Incubators

I recently had a conversation with a colleague about business development. While that's neither revolutionary nor even terribly uncommon, what was different was that we weren't commiserating about business cycles or the fact that when we're busy we often neglect the very activities that bring in new projects. Instead, we were talking about strategies for moving our businesses in new directions. When was the last time you questioned your business strategy or seriously considered adding a new business line or branching out into a new service area?

Steigman, Daria. Communication World Bulletin (2006). Articles>Business Communication>Management

Choose Sunwest: One Airline's Organizational Communication Strategies in A Campaign Against the Teamsters Union    

This article presents a qualitative text analysis of persuasive documents written by a major U.S. airline in a 2004 counter-campaign against the Teamsters union. The methodology for this study is based on Stephen Toulmin's argument model, including his "double triad" and his interpretation of artistic proofs, which parallel the three classical rhetorical appeals. Actual corporate documents are featured in this article, supported by content from management conference calls that were attended by the researchers. The article concludes with implications for teaching and research in the field of technical and professional communication.

Ortiz, Lorelei A. and Julie Dyke Ford. Journal of Technical Writing and Communication (2007). Articles>Business Communication>Management>Workplace

Choosing the Right Metrics to Benchmark

The assumption that financial analysts make is that low numbers on efficiency (communicators per employee, for example) would be better than high numbers. Unfortunately, that doesn't take into account that low-cost communication may have low impact on the bottom line. If your organization wants to track communication efficiency metrics, then I'd suggest tracking effectiveness measures as well.

Sinickas, Angela D. Sinickas Communications (1999). Articles>Management>Communication>Assessment

Communicating Corporate Social Responsibility on the Internet: A Case Study of the Top 100 Information Technology Companies in India    

The need for and benefits of proactive and transparent communication about corporate social responsibility (CSR) are widely acknowledged. This study examines CSR communication undertaken by the top 100 information technology (IT) companies in India on their corporate Web sites, with an analytical focus on the dimensions of prominence of communication, extent of information, and style of presentation. The findings indicate that the number of companies with CSR information on their Web sites is strikingly low and that these leading companies do not leverage the Web sites to their advantage in terms of the quantity and style of CSR communication. Although the findings do not necessarily imply absence of CSR action on the part of IT companies in India, they attest to a general lack of proactive CSR communication. The article concludes with managerial implications for CSR communication on corporate Web sites.

Chaudhri, Vidhi and Jian Wang. Management Communication Quarterly (2007). Articles>Management>Business Communication>India

Communicating Information or Engaging Your People—How Does Communication Best Support Change?

According to a 1997 survey entitled “The Quality of Working Life” by Professors Les Worrall and Cary Cooper of the Institute of Management, of the 5,000 U.K. managers polled, a majority revealed that they had been affected by organisational change in the last year and failed to see business benefits. When asked about possible improvements, the largest response reflected the need for greater involvement, more listening by senior managers and more honest, two-way communication.

Sparrow, Jane. Communication World Bulletin (2004). Articles>Business Communication>Management>Marketing

Communication Strategies for Implementing Organizational Change  

This work advances a stronger conceptual and empirical understanding of two broad, conceptual communicative treatments for implementing change: programmatic and participatory. These theoretical approaches are elucidated respectively through established communication models, activities, and strategies advanced by previous scholarship within the communication and business disciplines. In addition, conclusions are drawn about the supposed limitations and benefits of using these change implementation approaches in applied settings. This article concludes with potential strategies for advancing for research in this arena.

Russ, Travis L. Association for Business Communication (2008). Articles>Business Communication>Management>Rhetoric

Corporate Social Responsibility: Communicators Wanted

Communication practitioners understand how to use a range of tools—formal, informal, traditional and online—and two-way symmetrical communication. They need to know that, through the energetic use of these skills, they can advance the economic, social and environmental well-being of society.

Berardocco, Diana. Communication World Bulletin (2005). Articles>Business Communication>Management

Defining Benchmark Questions for Great Results

Part of the challenge of determining the questions to ask during benchmarking is to match the questions to the purpose of the study and the outcomes you are trying to achieve. Below is a breakdown of some of the issues regarding benchmarking questions that need to be addressed before beginning a benchmarking exercise.

Sinickas, Angela D. Sinickas Communications (2002). Articles>Management>Communication>Assessment

The Digital Debate: Should CEOs Blog?

A debate continues to rage about how important and influential media such as blogs, podcasts and social networking sites really are. At the heart of this debate is the question, Is the blogosphere really an appropriate place for executives and others in positions of power who have everything to lose?

Cody, Steve. Communication World Bulletin (2007). Articles>Management>Business Communication>Blogging

Does Your CEO Have Spokesperson Deficit Disorder (SDD)?

It's an all-too-common ailment, a not-so-silent killer of corporate reputation—often going undiagnosed even when the symptoms are evident. Early symptoms include negative or weak media coverage, "misquotes" and interviews that go off track. Although it can strike at any level within an organization, Spokesperson Deficit Disorder, or SDD, is perhaps most damaging if left untreated at the CEO level. So what can you do if your CEO suffers from this dreadful condition?

Gibson, Barbara. Communication World Bulletin (2007). Articles>Business Communication>Management

Drug Information Association: XML Resources for Life Sciences Pro

The Drug Information Association (DIA) has compiled a series of useful articles designed to help you understand XML and related technologies. Don't worry! You don't have to be an IT guru to understand XML. The resources provided are written in laymen's terms and geared towards life sciences professionals, but may prove beneficial to professionals in other industries and vertical markets.

Rockley, Ann. Rockley Group, The (2004). Articles>Content Management>Scientific Communication>Biomedical

The Emotive Value of Professional Communication and Use of Emotional Intelligence in Mangement

Now there is a growing body of science in the field of Emotional Intelligence (EI), indicating that the proper understanding and use of emotions can help us to be more effective professionals and better communicators for the overall development of a learning organization. This paper provides an overview of this topic and includes commentary from EI experts Daniel Goleman, Peter Salovey, and others to prove how one can effectively manipulate EI. This paper also highlights the components of EI and how they can be used to help employees create more productive working relationships inside and outside their organization. Through an analysis of various models of EI competencies available, this paper argues how they can be combined with other knowledge and technical capabilities to increase one’s overall effectiveness on the job.

Kumar Panda, Prasanta. International Journal for Technical Communication (2008). Articles>Business Communication>Management>Emotions

Empowerment: A Manager's and Professional's Perspective  

In today's dynamic business environment, management gurus claim that corporate survival depends upon visionary leadership. The visionary leadership term bandied about most frequently is empowerment. Seminars, courses, books, and corporate communications are educating managers in this concept. The managers return to their jobs charged up and ready to make changes. But how can managers translate abstract concepts into practice? This presentation explores empowerment form a technical communicator and a manager's perspective, giving concrete examples.

Scroggs, Debbie L. and M.L. Eschen. STC Proceedings (1993). Articles>Management>Business Communication

Enterprise Agility - Is Risk Management  

Plain and simple, the value proposition for enterprise agility is rooted firmly in risk management. The purpose of agility is to maintain both reactive and proactive response options in the face of uncertainty.

Dove, Rick. Paradigm Shift International (2005). Articles>Knowledge Management>Risk Communication

Filling Knowledge Gaps    

Knowledge gaps arise when a small team in an organization creates or compiles a body of knowledge that needs to be deployed to a larger group of people. A gap then exists between the small team that has the knowledge and the larger group of people who need it. In the normal course of doing business, healthy organizations naturally create knowledge gaps, and the healthiest organizations create the most knowledge gaps.

Reid, Clifford A. STC Proceedings (1998). Articles>Collaboration>Communication>Knowledge Management