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This exploratory case study focused on multicultural communication training within the community policing context. Little research has addressed what constitutes effective content and delivery of multicultural training for law enforcement officers. Brislin and Yoshida's four-component multicultural plan was combined with limited law enforcement-related multicultural training literature to design a training program for a small city's police department. Two 4-hour training sessions were conducted by one of the investigators using a culture-general content approach and selected training methods to determine their usefulness for improving officers' multi-cultural competencies. The case included the training sessions together with pre-and posttraining activities over a period of approximately 3 months. Data were collected with selected test instruments and also from the field notes taken during the case activities. The results suggest that the culture-general model and interactive training methods and trainer qualifications may be key to yielding positive training outcomes.

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U.S. academic advisors are challenged to adapt to the educational needs of a culturally diverse student body. They are expected to prepare advisees for success in a multicultural, multilingual world. Presented are key findings from counseling, advisement, and intercultural communication literature that are associated with multicultural competence, including the academic and modeling role of the advisor. The authors also provide a promising conceptual framework of standards that can guide advisors who want to increase their multicultural communication advisement competence and who want to create a more systematic and comprehensive approach to expanding multicultural advisement scholarship.

This study examined in three phases whether managerial communication processes differ in more and less successful mergers. In Phase 1, employees at four recently merged financial institutions were interviewed, and published accounts of mergers were reviewed to develop several broad hypotheses regarding how managerial communication activities (participative, supportive, informative, and directive) influence merger success during each stage of merger implementation. Next, criteria were established to assess the human resource dimension of merger success, and an instrument was developed to identify two more and two less successful recently merged financial institutions. In Phase 2, the hypotheses were tested, using a pattern matching multiple case study. None of the four managerial communication processes consistently occurred more frequently in the more successful mergers. In Phase 3, several contingencies were identified which appear to influence the communication needs of employees in acquired organizations. These relate to particular merger stages, settings, message characteristics, and inferences about communicators.