This article explores the uses of coaching and mentoring as they apply to organizational communication professors. The authors contend that these professors already are proficient at coaching and mentoring and the coaching and mentoring processes are routinely undertaken as part of their standard university teaching responsibilities. As coaches, these faculty members assist their students in improving student communication abilities through observation, discussion, and follow-up. As mentors, these faculty members enter into a developmental relationship with students that extend beyond the classroom. A greater knowledge of coaching and mentoring will enhance instructional efforts and benefit students in multiple ways.

The purpose of this article is to evaluate value-add methods and activities applied to organizational communication college-level course work. Graduate organizational communication faculty are aware that their classes serve as direct preparation for students entering business and professional careers. The knowledge learned and the skills acquired in these communication classes are abilities that students take with them to the career marketplace. As such, instructors look for ways to extend the boundaries of the classroom beyond the text and traditional instruction. Faculty believe that each method selected adds value to the educational experiences of students. However, do these methods and activities truly add value to the educational experience as the instructors hope they will? Furthermore, are specific programs more valuable than others?

The purpose of this article is to investigate the values, succession, and commitment issues found in a convenient sample of 26 family-owned businesses. An organizational commitment scale is used to determine the level of commitment of family members and its relationship to specific demographics variables. Family business stories were also developed using Narrative Paradigm Theory and then evaluated by this sample. Significant relationships were found between commitment and the variables Studied. Content analysis of the story evaluative narratives suggests similar content themes across family-owned businesses.

Students in business communication classes are expected to write various types of documents. Research has illustrated that undergraduate student writing skills have not improved even though most states have begun writing proficiency tests at the elementary, middle, and high school levels. By the time students enroll in college, students are expected to be proficient writers. In some cases, this is true. In far too many cases, students continue to need writing development. In business communication classes, these weaknesses cannot be ignored. This article's purpose is to give guidance to instructors to motivate their students to produce better written products. The difficulty is how to do this most effectively. The authors present some ideas on how to improve student writing through some creative teaching and evaluation strategies.

This article describes the authors’ progress in establishing the validity and reliability of the Listening Styles Inventory (LSI) following their initial report in an earlier study (Barker, Pearce, and Johnson). The LSI provides managers with a self-administered tool for determining their own perceived listening effectiveness. The authors examined the data provided by 359 respondents in diverse managerial groups using factor analysis, Cronbach’s alpha, Spearman’s rank order coefficient, structured interviews, expert observation, the Statistical Analysis System General Linear Model (GLM) procedure (analysis of variance), and a Tukey Student Range (honestly significant difference or HSD) test. The results yielded further evidence of the validity and reliability of the LSI as a self-administered diagnostic listening tool. The authors conclude that the LSI in its present form can serve as a guide for assessing a manager’s perceived listening effectiveness, but further research is needed to refine the instrument and to test other managerial groups.

This article explores approaches to crisis communication and the application of those approaches by organizations responding to a disaster. The authors conducted a survey of 107 state government agencies to learn about government efforts in situations requiring crisis communication. Generally, the survey results suggest that although state agencies enjoy a positive relationship with the media, they have little proactive communication with the media, and less than half have a written crisis communication plan. Significant associations were found between the variables under study, including size of the organization, roles in crisis situations, media relationships, and preparation of a crisis communication plan. Case studies and additional evaluations of communication resources are needed to help determine the ability of the public sector to respond effectively to crises. This article considers the needs of state agencies and proposes a conceptual approach that synthesizes a crisis communication process designed for the public sector.

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.

This conceptual article presents a critical review of gender-difference and gender-sameness theory and research. The focus is upon gender workplace communication, a topic often debated in the popular and organizational literature. A contextually-based integrated paradigm is proposed which represents a shift from a gender-difference foundation to a more integrated approach that includes the interaction of gender with Standpoint Theory, culture, organizational climate, and structure and task context. The network of shared meanings concept is introduced as having a major impact on gender communication orientation. Research using an example of communication to create a contextual meaning for social support is highlighted. Implications and conclusions for organizations, researchers, and educators are discussed.

As the speed of travel on the “Information Superhighway” accelerates, many small-to-medium sized enterprises (SMEs) do not effectively keep pace. SME computer resistors include 1) the slow-plodding neophyte computer users in the far right hand lane, 2) the firms curious about computerization but who are yet to make a purchase decision, idling in neutral on the access ramps, and 3) the business that purchases improper equipment and/or software and ventures onto the “road” without proper training and support, being run over by the speeding industry. In the information high-tech world of the 1990s it seems amazing that an estimated quarter of all small businesses still do not have their first personal computer. This article calls upon the innovators of the communications field to look in the rear view mirror to see the businesses left behind in the information expansion race. A model utilizing social learning theory defines a framework for road service [1], getting the small business “resister” up to the information superhighway speed limit.

Group class exercises have the potential to provide important lessons for students. However, in completing these exercises, business students may not be getting all of the benefits from group work that a team experience could provide. The challenge to business educators is to provide a meaningful team experience within the limitations presented by the class environment. This article describes organizational communication and marketing classes that applied team formation and team-building exercises to enrich the team experience and differentiate it from typical group work.

This article describes a study of journal keeping to focus business students' attention on their listening behaviors and the need for improvement. Guided by an instructor, 42 students wrote daily observations of their listening behaviors for 10 weeks. These observations were arranged into 10 prescribed general listening categories. Using content analysis procedures, two trained decoders identified content themes that were observed by more than half the students in 7 of the 10 general categories. The results demonstrated that the journal, combined with content analysis procedures, can be used successfully to identify students' listening behavior problems so that a targeted training regimen can be designed to address these deficiencies.

This study employed a listening effectiveness inventory to measure perceived listening ability among managers who were leaders in a professional management association in the United States and Canada. Analysis of variance results revealed statistically significant differences for training and gender. Those who had taken more than one listening training seminar or course scored higher on the inventory than did those who had had no listening training. Females perceived themselves as better listeners than males did. No statistically significant differences were found for age. On the whole, the inventory developed in this study may provide another dimension to measures of listening effectiveness.