1972
DOI: 10.1177/001872677202500204
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Reported Communication Ratios and Informal Status in Managerial Work Groups

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1973
1973
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Cited by 7 publications
(2 citation statements)
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“…There has been no systematic development of instrumentation to measure communication variables in organizations. The present research begins to develop a standardized questionnaire that can be used to compare communication across organizations.A review of the organizational literature reveals that among the communication facets most frequently discussed and investigated are directionality of information flow (e.g., Graves, 1972), accuracy and distortion of information (Read, 1962;Wilensky, 1967), modalities used in transmitting information (Lawler, Porter, & Tenenbaum, 1968), and gatekeeping of information (Davis, 1968; O'Reilly & Roberts, in press;Rosen & Tesser, 1970). The communication literature not directly concerned with human behavior in organizations suggests additional aspects of communication that should be given greater attention in behavioral organizational research.…”
mentioning
confidence: 99%
“…There has been no systematic development of instrumentation to measure communication variables in organizations. The present research begins to develop a standardized questionnaire that can be used to compare communication across organizations.A review of the organizational literature reveals that among the communication facets most frequently discussed and investigated are directionality of information flow (e.g., Graves, 1972), accuracy and distortion of information (Read, 1962;Wilensky, 1967), modalities used in transmitting information (Lawler, Porter, & Tenenbaum, 1968), and gatekeeping of information (Davis, 1968; O'Reilly & Roberts, in press;Rosen & Tesser, 1970). The communication literature not directly concerned with human behavior in organizations suggests additional aspects of communication that should be given greater attention in behavioral organizational research.…”
mentioning
confidence: 99%
“…Because of its complexity and its importance to organizations, employee performance appraisals have been studied from many perspectives (Decotiis & Petit, 1978;Kirchner, 1965;Oldham, 1976;and Taft, 1971). Most research indicates that misunderstandings or disagreements between superiors and subordinates are still a common problem (Adler & Jelinek, 1986;Ajiferuke & Boddewyn, 1970;Whitely & England, 1977;Graves, 1972;Jablin, 1979;Negandhi, 1979;and Whitehill, 1964).…”
mentioning
confidence: 99%