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George Gerbner first published his model in his 1956 paper Toward a General Model of Communication. [129] [130] It is a linear transmission model. It is based on the Shannon–Weaver model and Lasswell's model but expands them in various ways. [131] [130] [132] It aims to provide a general account of all forms of communication.
This is an accepted version of this page This is the latest accepted revision, reviewed on 5 March 2025. Transmission of information For other uses, see Communication (disambiguation). "Communicate" redirects here. For other uses, see Communicate (disambiguation). There are many forms of communication, including human linguistic communication using sounds, sign language, and writing as well as ...
In economics, organizational effectiveness is defined in terms of profitability and the minimisation of problems related to high employee turnover and absenteeism. [4] As the market for competent employees is subject to supply and demand pressures, firms must offer incentives that are not too low to discourage applicants from applying, and not too unnecessarily high as to detract from the firm ...
The model of communication as constitutive of organizations has origins in the linguistic approach to organizational communication taken in the 1980s. [4] Theorists such as Karl E. Weick [5] were among the first to posit that organizations were not static but inherently comprised by a dynamic process of communicating.
According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favorable situation".
The goal of leader development is "the expansion of the person's capacity to be effective in leadership roles and processes". [1] The two central elements to this are leadership can be learned, people do learn, grow, and change, and that leader development helps to make a person effective in a variety of formal and informal leadership roles.
However, cost leader companies do compete on price and are very effective at such a form of competition, having a low cost structure and management. [ 1 ] Other aspects of cost leadership include tight operational controls across the business, avoidance of customers whose needs incur additional costs, and limits on expenditure in areas such as ...
At the beginning low-cost budget airlines chose "cost focused" strategies but later when the market grew, big airlines started to offer the same low-cost attributes, and so cost focus became cost leadership! [5] A cost leadership strategy may have the disadvantage of lower customer loyalty, as price-sensitive customers will switch once a lower ...