Although adopting self-directed work teams (SDWTs) presents a challenge, this study shows that subordinates' perceptions of managers' influence strategies affect the success of change within organizations. Using data collected over 18 months, this study examined employees' perceptions of managerial communication used prior to and during the implementation of SDWTs at a manufacturing firm as well as the effect of team and organizational communication on team members' participation. First, the results indicated that managers who communicated persuasively using "soft" influence tactics in the team development process were perceived to be more effective. Second, team communication was found to have a significant positive effect on team members' participation. Thus, the findings provide strong support for use of soft influence tactics in managerial communications when implementing SDWTs.
Establishing the legitimacy of a profession is not a new idea. Many others have attempted to do so within their own field, most notably Kenneth Boulding. As an economist and a philosopher, Boulding published over 400 papers during his career. About 10 of these were concerned with the concept of legitimacy. The authors will use the model developed by Boulding and used by him to establish the legitimacy of economics to advance the legitimacy of the profession of business communication. Examples meeting the criteria identified in the model will be discussed to support this legitimacy. The future of the profession must include an awareness of characteristics that assist in the legitimization of a profession. Internal and external acceptance of professional legitimacy is necessary for continued success.
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