Process, Organizational, Relational, and Personal Determinants of Managerial Compliance-gaining Communication Strategies

Sullivan, Jeremiah J.; Albrecht, Terrance L.; Taylor, Sully

doi:10.1177/002194369002700402

Cited by 23 publications

(18 citation statements)

References 39 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Kipnis and Schmidt (1982) suggest that employees can be influenced by reason, friendliness, coalition, bargaining, assertiveness, appealing to higher authority, and/or sanctions. Sullivan, Albrecht, and Taylor (1990) examined compliance-gaining strategies. They found that when superiors were constrained by formal rules, they tended to use reasoning to gain compliance, but that even where formalisation was low they tended to use reasoning and friendliness.…”

Section: Research On Effective Superior6subordinatementioning

confidence: 99%

Imparting Information and Influencing Behaviour: An Examination of Staff Briefing Sessions

Gamble

Kelliher

1999

Journal of Business Communication

View full text Add to dashboard Cite

I might as well be talking to myself," managers might say if they felt no one was listening. Based on our research in nine stores of a major United Kingdom electronics retail chain, no one is listening to staff briefings.These managers recognised the powerful motivational and communication potential of face-to-face oral briefings. But our research showed that the potential impact was dissipated Managers were not trained to give briefings or appraised on their briefings skills. Perhaps in consequence, they prepared themselves indifferently for daily sessions and made little use of techniques known to affect attentiveness and recall.In consequence, the daily communication session appeared to have little impact on motivation or behavior. This lack would indicate a major opportunity for communication professionals to help managers communicate more effectively.Face to-face communication between managers and staff has been widely commended as beneficial in organisations. Indeed, the evidence shows that managers spend a good deal of their time in face-to-face exchange as part of their role and that the proportion of time spent in this way increases with seniority (Adler & Rodman, 1991;Mintzberg, 1973). The role of the daily staff briefing session has been much celebrated in the literature which focuses on Japanese-style management. The team briefing is seen as an important vehicle for imbuing the philosophy of quality, central to organisational strategy. In a commentary on the Japanese approach, Wickens observed, &dquo;If there is one aspect to be singled out as important in team building and commitment it is the five minute meeting at the start of the day&dquo; (1987, p. 85).Whilst organisational communication generally and superior-subordinate communication specifically has received considerable attention, few studies exist of staff briefing sessions or similar types of meetings. We know relatively little about how staff briefings are used in organisations and the extent to which they can influence employee behaviour. This paper attempts to bridge part of that gap by reporting a case study of briefing sessions. Data were collected in nine stores owned by a large, retail chain based in the United Kingdom, where company policy required managers to start the day's business by conducting a staff briefing session. This paper will show how the briefings were used and the effect they had on employee behaviour. By the term &dquo;staff briefing session&dquo; we are referring to short, regular meetings which take place between managers and groups of staff in the at CAMBRIDGE UNIV LIBRARY on August 10, 2015 job.sagepub.com Downloaded from 262 workplace. These meetings usually take place at the start of each working day. They can be used to achieve two main purposes. First, they impart information on practices, procedures, targets, expected behaviours, and organisational rules (Daft, 1995). Second, they evoke behavioural responses from employees, for example, increasing motivation and commitment, or reinforcing a team spirit. Bri...

show abstract

Section: Research On Effective Superior6subordinatementioning

confidence: 99%

Imparting Information and Influencing Behaviour: An Examination of Staff Briefing Sessions

Gamble

Kelliher

1999

Journal of Business Communication

View full text Add to dashboard Cite

show abstract

“…If there are different strategies used, then a third question is whether Japanese managers adjust their compliance-gaining strategies when they are working in the US in order to reduce conflict with their subordinates. The first two questions were addressed in two previous studies carried out in the US and in Japan, and have been reported in detail elsewhere (Sullivan, Albrecht & Taylor, 1990;Sullivan & Taylor, 1991). This paper, after briefly reviewing past research on compliance gaining, summarizes the results of the first two studies.…”

Section: University Of Washingtonmentioning

confidence: 92%

Communication Practices of Japanese Managers in America: Cultural vs Functional Theories

Taylor

Sullivan

1993

Asia Pacific Journal of Human Resources

Self Cite

View full text Add to dashboard Cite

An important aspect of successful cross‐cultural management is the ability of managers to adapt their leadership styles to the cultural expectations of host country nationals. One aspect of leadership style is compliance gaining which is the ability to obtain the consent of a subordinate to carry out a task. Managers' can use a variety of strategies to obtain subordinate compliance with requests. This study examines the compliance‐gaining strategies of Japanese managers in the US to determine whether they in fact adapt their strategies when they go overseas. Based on findings regarding compliance‐gaining behaviours of Japanese managers in Japan, it appears that there is little change in behaviour when the managers are transferred to the US. The effects of communication, interpersonal, and organizational variables were also investigated.

show abstract

“…Historically, Ahlfors' conjecture has come to be associated with a generalized conjecture due to D. Sullivan [Sul2,Th1], that the action of any finitely generated Kleinian group should be ergodic on its limit set. (The action of Γ on Λ(Γ) is ergodic if any measurable Γ-invariant subset of Λ(Γ) has zero or full measure).…”

Section: Conjecture 11 (Marden's Tameness Conjecture) Each Complete mentioning

confidence: 99%

Tameness on the boundary and Ahlfors’ measure conjecture

et al. 2003

View full text Add to dashboard Cite

Let N be a complete hyperbolic 3-manifold that is an algebraic limit of geometrically finite hyperbolic 3-manifolds. We employ the deformation theory of hyperbolic cone-manifolds to prove that N is tame if it has non-empty conformal boundary. The theorem proves Ahlfors' measure conjecture for Kleinian groups in the closure of the geometrically finite locus: given any algebraic limit Γ of geometrically finite Kleinian groups, the limit set of Γ is either of Lebesgue measure zero or all of C. Thus, Ahlfors' conjecture is reduced to the density conjecture of Bers, Sullivan, and Thurston. We then employ our techniques to show that each strong limit of geometrically finite hyperbolic 3-manifolds is tame and to verify a conjectural picture of the deformation space due to Thurston.

show abstract

Process, Organizational, Relational, and Personal Determinants of Managerial Compliance-gaining Communication Strategies

Cited by 23 publications

References 39 publications

Imparting Information and Influencing Behaviour: An Examination of Staff Briefing Sessions

Imparting Information and Influencing Behaviour: An Examination of Staff Briefing Sessions

Communication Practices of Japanese Managers in America: Cultural vs Functional Theories

Tameness on the boundary and Ahlfors’ measure conjecture

Contact Info

Product

Resources

About