THE EFFECT OF ORGANIZATIONAL COMMUNICATION ON THE MIDDLE- AND LOWER-LEVEL MANAGERS' PARTICIPATION IN THE DECISION-MAKING PROCESS IN SAUDI ARABIA.

Persistent Link:
http://hdl.handle.net/10150/184012
Title:
THE EFFECT OF ORGANIZATIONAL COMMUNICATION ON THE MIDDLE- AND LOWER-LEVEL MANAGERS' PARTICIPATION IN THE DECISION-MAKING PROCESS IN SAUDI ARABIA.
Author:
BAESHEN, NADIA MOHAMMED SALEH.
Issue Date:
1987
Publisher:
The University of Arizona.
Rights:
Copyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author.
Abstract:
Managers spend seventy-five to eighty percent of their time communicating interpersonally. Ironically, communication skills are often listed as a major weakness of today's managers. The decision-making component of the managerial task requires the abilities to gather and analyze necessary information, consult with and involve the expertise of peers and subordinates in the decision-making process, and implement the final decisions through the aid of those effected by them. Communication, therefore, is the prerequisite for sound decisions and effective management. A strong and effective organizational communication system allows the "receiver" to express his needs and thoughts to the "sender." Renis Likert, echoed by numerous writers, considered communication a central key force in the decisional participation process. The hypothesis of this study was that the more effective the system of organizational communication is, the more involved the managers in middle- and lower-levels of the hierarchy will get. Communication effectiveness was measured through four components: Upward communication, downward communication, content of communication, and the sources of information. The impact of these components on the degree of decisional participation among the middle- and lower-level managers in Saudi Arabian governmental agencies was measured and analyzed. A multiple regression analysis was performed to assess this causal relationship between the four components of organizational communication and managers' decisional participation in strategic as well as operational decisions. The results indicated no significant relationship among the variables. Except for upward communication, the other three components of the organizational communication system did not seem to have a direct significant effect on the managers' reported participation in Saudi Arabia. The exploratory research suggested several implications for future research.
Type:
text; Dissertation-Reproduction (electronic)
Keywords:
Communication in management.; Communication in organizations.
Degree Name:
Ph.D.
Degree Level:
doctoral
Degree Program:
Communication; Graduate College
Degree Grantor:
University of Arizona
Advisor:
Davis, James

Full metadata record

DC FieldValue Language
dc.language.isoenen_US
dc.titleTHE EFFECT OF ORGANIZATIONAL COMMUNICATION ON THE MIDDLE- AND LOWER-LEVEL MANAGERS' PARTICIPATION IN THE DECISION-MAKING PROCESS IN SAUDI ARABIA.en_US
dc.creatorBAESHEN, NADIA MOHAMMED SALEH.en_US
dc.contributor.authorBAESHEN, NADIA MOHAMMED SALEH.en_US
dc.date.issued1987en_US
dc.publisherThe University of Arizona.en_US
dc.rightsCopyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author.en_US
dc.description.abstractManagers spend seventy-five to eighty percent of their time communicating interpersonally. Ironically, communication skills are often listed as a major weakness of today's managers. The decision-making component of the managerial task requires the abilities to gather and analyze necessary information, consult with and involve the expertise of peers and subordinates in the decision-making process, and implement the final decisions through the aid of those effected by them. Communication, therefore, is the prerequisite for sound decisions and effective management. A strong and effective organizational communication system allows the "receiver" to express his needs and thoughts to the "sender." Renis Likert, echoed by numerous writers, considered communication a central key force in the decisional participation process. The hypothesis of this study was that the more effective the system of organizational communication is, the more involved the managers in middle- and lower-levels of the hierarchy will get. Communication effectiveness was measured through four components: Upward communication, downward communication, content of communication, and the sources of information. The impact of these components on the degree of decisional participation among the middle- and lower-level managers in Saudi Arabian governmental agencies was measured and analyzed. A multiple regression analysis was performed to assess this causal relationship between the four components of organizational communication and managers' decisional participation in strategic as well as operational decisions. The results indicated no significant relationship among the variables. Except for upward communication, the other three components of the organizational communication system did not seem to have a direct significant effect on the managers' reported participation in Saudi Arabia. The exploratory research suggested several implications for future research.en_US
dc.typetexten_US
dc.typeDissertation-Reproduction (electronic)en_US
dc.subjectCommunication in management.en_US
dc.subjectCommunication in organizations.en_US
thesis.degree.namePh.D.en_US
thesis.degree.leveldoctoralen_US
thesis.degree.disciplineCommunicationen_US
thesis.degree.disciplineGraduate Collegeen_US
thesis.degree.grantorUniversity of Arizonaen_US
dc.contributor.advisorDavis, Jamesen_US
dc.contributor.committeememberTansik, Daviden_US
dc.contributor.committeememberLincoln, Jamesen_US
dc.contributor.committeememberEwbank, Henryen_US
dc.contributor.committeememberWilliams, Daviden_US
dc.contributor.committeememberKing, Andrewen_US
dc.identifier.proquest8711624en_US
dc.identifier.oclc698375764en_US
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