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With dissemination, only half of this communication model theory is applied. The information is sent out and received, but no reply is given. The message carrier sends out information, not to one individual, but many in a broadcasting system. An example of this transmission of information is in fields of advertising, public announcements and ...
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done ...
In this context, many management fads may have had more to do with pop psychology than with scientific theories of management. Business management includes the following branches: [citation needed] financial management; human resource management; Management cybernetics; information technology management (responsible for management information ...
Path-goal theory is a contingency theory linking appropriate leader style to organizational conditions and subordinate personality. [45] Transformational leadership theory concerns the behaviors leaders engage in that inspire high levels of motivation and performance in followers.
Theory X explains the importance of heightened supervision, external rewards, and penalties, while Theory Y highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision. Management use of Theory X and Theory Y can affect employee motivation and productivity in different ways, and ...
The revision also relies on Lazarus' appraisal theory of emotions. [3] TMIM stemmed out of a desire to bring together ideas and address limitations of existing frameworks on uncertainty. More specifically, it emphasizes the role played by efficacy beliefs, explicitly highlights the role played by the information provider in uncertainty ...
The theory of CMM was developed in the mid-1970s by W. Barnett Pearce (1943–2011) and Vernon E. Cronen. Communication Action and Meaning was devoted to CMM, is a thorough explication of CMM, which Pearce and Cronen introduced to the common scholarly vernacular of the discipline.
An individual's experience of receiving incompatible or conflicting requests (role conflict) and/or the lack of enough information to carry out his/her job (role ambiguity) are causes of role stress. Role ambiguity and conflict decrease worker's performance and are positively related to the probability of the workers leaving the organization.