This article identifies the critical importance of effective downward communication in its relationship to job satisfaction, organizational commitment, and the employees’ propensity to leave an organization. Employee turnover within the insurance sector of India has become an issue; therefore, a sample of 105 employees from the insurance sector is surveyed to gather information concerning downward communication, job satisfaction, and organizational commitment. The study used various cultural lenses to understand the influence of national culture on norms, values, beliefs, and practices of the Indian employees and managers. Results of the survey suggest that there is a positively significant relationship between downward communication, employee satisfaction, organizational commitment, and the employees’ propensity to leave. The results, which have implications and relevance for all kinds of industries all over the world, indicate that managers want to contribute to the effective functioning of the organization and can do so by providing the right, conducive environment for employees. Managers need to send clear, precise, and timely job instructions; communicate constructive feedback related to their job performance; and use multiple channels of communication. Taking these actions will enhance job commitment and reduce the likelihood of employees’ leaving their organizations.

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.

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The past decade has produced a growing body of evidence suggesting small group-based instructional methods can promote the achievement of a variety of desirable higher educational outcomes. Therefore, within college and university settings, group-oriented instruction has increased. Team Learning goes beyond using temporary groups or assigning occasional group activities. With this approach, students spend approximately 80 percent of their in-class time working in permanent and heterogeneous teams. The system, when used properly, appears to overcome many of the potential problems with using small groups. The methodology empowers both instructor and students. The instructor becomes a facilitator and manager of learning rather than the "spoon feeder" of information. The students become active and responsible participants in the learning process rather than passive recipients. The process facilitates effective teamwork in settings where teams gain first-hand experience with the kind of team dynamics they will encounter in high performing teams at work.

VIRTUAL TEAMS have become an integral part of many organizations because of an increase in corporate restructuring, competition, and globalization (Baker, 2002). Grosse ( 2002) defined a virtual team as one that conducts its work almost entirely through electronic technology. Virtual team members, who are typically dispersed both geographically and organizationally, rarely meet face to face while relying on technology for task-related communication (Matthews-Joy & Gladstone, 2000).Because communication is often seen as the most important factor in coordinating work among team members (

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Effective communication is necessary across all management tiers and functions. In addition, it is an integral part of managerial decision-making. Over the last 10 years, interest in the nuances of communication as related to management has intensified. These studies have fostered diverse approaches to linking management and communication. Our investigation, using 2x5 and 2x4 factorial ANOVAs, reveals that differences exist among the means of five professional communication fields. Numerous articles published between 2004 and 2013 were examined, and we found an increasing usefulness for managerial communication research on the main topic of management.

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,