This study seeks to understand the perceptions of professors using social media (also called Web 2.0 tools) in the classroom, what kinds of mobile devices are used to access the social media used, and what drives individuals to use them. In addition, it seeks to identify the advantages and concerns faculty has with the use of social media for classroom instruction. Two-Way Multivariate Analysis of Variance (MANOVA) procedure was used to ascertain whether differences existed between two dependent variables and (a) gender, (b) different academic ranks, and (c) gender *rank to determine if there are any interaction effects between genders regarding the magnitude of their perceptions of advantages and concerns about social media uses for classroom instruction as they migrate through the ranks. Professors, regardless of sex or rank, held statistically the same views of the advantages as well as the concerns related to social media usage in the classroom.

Aortobifemoral bypass (ABF) is the preferred operation for patients with bilateral aortoiliac occlusive disease, but for those with unilateral occlusion without significant stenosis of the contralateral iliac artery, alternative reconstructions, such as femorofemoral (FF) or iliofemoral (IF) bypass have been advocated. We compared the surgical outcome in 96 such patients after ABF (n = 32), FF (n = 47), or IF (n = 17) bypasses, with biplane arteriography and noninvasive laboratory testing used to assess the contralateral iliac artery and runoff status, in particular, patency of the superficial femoral artery (SFA). Graft patencies were assessed by noninvasive criteria and analyzed by the life-table method. The only death occurred after ABF bypass (3.1%). Primary patency rates at 1, 3, and 5 years with an open SFA were 100%, 89% and 89%, respectively, for ABF; 92%, 92%, and 92% for FF; and 71%, 71%, and 36% for IF. When the SFA was occluded, the primary patency rates at 1, 3, and 5 years were 100%, 100%, and 72%, respectively, for ABF; 72%, 53%, and 35% for FF; and 56%, 56%, and 56% for IF bypasses. There were no later occlusions on the contralateral ("good") side after ABF. Significant progression of atherosclerosis in donor iliac artery was observed in 6% of both FF and IF bypasses. We conclude that ABF is the preferred operation for extensive iliac artery occlusive disease that is hemodynamically significant only on the symptomatic side unless specifically contraindicated by prohibitive risk or abdominal disease. This is particularly true in the face of SFA occlusion.

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Many managers and employees work in multinational organizations, but know little about what constitutes good or bad listening skills from a cross-cultural perspective. Little literature exists concerning the listening behaviors of managers and nonmanagers or the impact of national culture on listening skills. No clear understanding of what constitutes effective and ineffective listening across various cultures and organizational positions is known. Therefore, this study examines the listening skills of both managers and nonmanagers from India, the United States, and Malaysia. A total of 513 managers and nonmanagers from these countries completed a survey measuring self-perceptions of their engagement in four listening behaviors: distracted listening, empathetic listening, judgment rushing, and conclusion jumping. An analysis of variance procedure, with a 2 × 3 factorial design, was used to ascertain whether differences existed when each of the four derived factors was used one at a time as a dependent variable. The two independent variables were managers/nonmanagers and country of residence. The means differed on the main effects of managers/nonmanagers (p < .001) and country of residence (p < .001) and interaction between managers and nonmanagers across the United States, India, and Malaysia (p < .001) on all four factors. Therefore,

Educational credentials and work experience are not enough to become an effective manager. In this article, we explore emotional intelligence (EI) and its effects on managerial communication. Our findings show continuous effort to improve your EI leads to enhanced communication skills, better team environments and increased productivity. The literature on EI from books, published scholarly articles, and blogs are used to frame our argument. We find that corporations need managers to understand EI and personality strategies to enhance their managerial communication effectiveness. Managers will be able to improve their EI skills if they adhere to our 3 key takeaways: 1) master the four EI factors, 2) maintain personal identity by strengthening relationships, and 3) enhance your communication skills with practice. THE NATURE OF MANAGERIAL COMMUNICATION Managerial communication has evolved tremendously since being viewed as a subject that showed promise as a field of research (Bell & Martin, 2008). In fact, the field has published numerous empirical papers and textbooks (Bell & Martin, 2019a; Bell & Martin, 2019b; Hynes, 2019) since 2008. It is impossible to engage successfully in any of the management functions without communication efficacy on at least one of the five levels of communication: intrapersonal, interpersonal, group, organizational, or intercultural (Bell & Martin, 2019a). Can any manager plan, lead, organize, or control without communication on at least one of the communication levels? It begs the question. For this reason, principles of management textbooks treat communication as a genuine sub-discipline of the leadership