A Macro Theory of Management Communication

Abstract

The focus of this article is a macro theoretical paradigm for management communication, which clarifies relationships among the factors that in fluence persuasion. Specifically, the paper includes a strategic model for making choices among persuasive options. According to the model, choices about communication messages and media are a function of the relative force (effectiveness, efficiency, and quality) o f the available options. A comparison of the strength of the given choices provides an assessment of relative force. The force o f a specific option, in turn, arises from the message sender's persuasive goals and receiver's probable response.ONE MARK OF A MATURE discipline is the development of an integrated body of theory that new knowledge confirms, revises, or challenges. Neither business communication nor management communication has such a comprehensive theoretical grounding. Drawing from rhetorical theory, linguistics, and social science research, the field has at best developed a patchwork approach, picking and choosing on the basis of what is convenient, intuitive, or practical rather than on the basis of any well-articulated rationale. The journal literature suggests an increasing interest in theory, however (Locker, 1982).Part of the problem of theory building in management communication arises because traditional approaches have tended to be micro-oriented; thus, they have provided only disconnected pieces of the puzzle. Though a number of theoretical positions have been articulated, the linkages between and among the premises are rarely identified. This paper seeks to address the problem by 1) setting out a macro-theoretical paradigm for management communication, and 2) clarifying the relationships among the constructs. Furthermore, the paper focuses on one element of the theory, the notion of strategic choice, and suggests an applied model for managers.

Positive Emphasis and You-Attitude: An Empirical Study

“…Theoretical Model and Hypotheses This study extends research on the strategic choice effects model (Shelby, 1988), which posits effectiveness as one of three &dquo;managerial criteria&dquo; that drive communication choices. Specific measures of effectiveness were organized with a stimulus-response model based on the work of Hecht (1978aHecht ( , 1978bHecht ( , 1978c.…”

Strategic Human Resource Management Measures: Key Linkages and the PeopleVantage Model

“…Moreover, they also explain why this value is not well captured in the traditional measurement systems of organizations. As Boudreau and Ramstad (1997) pointed out, (Shelby, 1988(Shelby, , 1991. Boudreau noted how HR metrics could be used to persuade, support decisions, or can even be considered fashion-setting devices.…”

“…We must identify clearly what a strategic HR measurement system is designed to accomplish. Boudreau (1995) noted that HR metrics create value (or harm) according to their effects on key constituencies, suggesting that metrics research adopt a "choice" model of HR measurement, in which such systems are adopted based on communication goals and probable receiver responses (Shelby, 1988(Shelby, , 1991. Boudreau noted how HR metrics could be used to persuade, support decisions, or can even be considered fashion-setting devices.…”

A model for project communication medium evaluation and selection

“…During the transmission phase, the message is shared and conveyed through a group with two and more people, and during the feedback phase, the members achieve mutual understanding. Smeltzer and Thomas (1994) believed that the two most distinctive outcome variables are effect and efficiency, but Shelby (1988) proposed that besides effect and efficiency for communication, it also includes communication quality (Jablin, 1987). The communication quality will also be affected by the following six factors (Robbins and Mary, 2003):…”