Experience

Publications

• A Review of Business Communication under the Leadership Function

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 99-121.

  An effective way to perpetuate an academic discipline is to identify and to define its intellectual and historical roots, then to set such roots in the foundation textbooks and courses of the discipline. In that regard, Business Communication still struggles to establish its roots when compared to other disciplines in business schools, particularly Management. For this study, we undertook an extensive review of significant scholarly works on Business Communication as a discipline. We discovered there are prevalent themes in the broader context of rhetoric, technology, culture, dissemination, and impression; and this was confirmed by our examining the tables of contents for five leading Business Communication textbooks. We also found in the tables of contents for five leading management textbooks that all professional communication areas were placed under the leading function. Based on these findings, we recommend that Business Communication scholars, authors, and teachers embrace the five themes of business communication under the leading function to better establish and promote Business Communication as a discipline.

• A Review of Business Communication under the Leadership Function

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 99-121.

  An effective way to perpetuate an academic discipline is to identify and to define its intellectual and historical roots, then to set such roots in the foundation textbooks and courses of the discipline. In that regard, Business Communication still struggles to establish its roots when compared to other disciplines in business schools, particularly Management. For this study, we undertook an extensive review of significant scholarly works on Business Communication as a discipline. We discovered there are prevalent themes in the broader context of rhetoric, technology, culture, dissemination, and impression; and this was confirmed by our examining the tables of contents for five leading Business Communication textbooks. We also found in the tables of contents for five leading management textbooks that all professional communication areas were placed under the leading function. Based on these findings, we recommend that Business Communication scholars, authors, and teachers embrace the five themes of business communication under the leading function to better establish and promote Business Communication as a discipline.

• The relevance of scientific management and equity theory in everyday managerial communication situations

  Journal of Management Policy and Practice, 13 (3), 106-115

  In this article, we take a look at why and how managers should communicate with their employees the value of scientific management and why it is still relevant today. Moreover, we will show managers how they should use communication to address employees’ feelings of unfairness. Finally, we will present a hypothetical case example that will help make clear the main points of how managers should use communication to teach their present-day employees the value of Frederick Winslow Taylor’s principles of scientific management and how to use concepts from Equity Theory to confront employees’ feelings of inequity in a modern business environment. The case will be followed with questions concerning the applicability of these two theories when managers are training subordinates, who are not college graduates, to do their work.

• A Review of Business Communication under the Leadership Function

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 99-121.

  An effective way to perpetuate an academic discipline is to identify and to define its intellectual and historical roots, then to set such roots in the foundation textbooks and courses of the discipline. In that regard, Business Communication still struggles to establish its roots when compared to other disciplines in business schools, particularly Management. For this study, we undertook an extensive review of significant scholarly works on Business Communication as a discipline. We discovered there are prevalent themes in the broader context of rhetoric, technology, culture, dissemination, and impression; and this was confirmed by our examining the tables of contents for five leading Business Communication textbooks. We also found in the tables of contents for five leading management textbooks that all professional communication areas were placed under the leading function. Based on these findings, we recommend that Business Communication scholars, authors, and teachers embrace the five themes of business communication under the leading function to better establish and promote Business Communication as a discipline.

• The relevance of scientific management and equity theory in everyday managerial communication situations

  Journal of Management Policy and Practice, 13 (3), 106-115

  In this article, we take a look at why and how managers should communicate with their employees the value of scientific management and why it is still relevant today. Moreover, we will show managers how they should use communication to address employees’ feelings of unfairness. Finally, we will present a hypothetical case example that will help make clear the main points of how managers should use communication to teach their present-day employees the value of Frederick Winslow Taylor’s principles of scientific management and how to use concepts from Equity Theory to confront employees’ feelings of inequity in a modern business environment. The case will be followed with questions concerning the applicability of these two theories when managers are training subordinates, who are not college graduates, to do their work.

• Is There a Gender Pay Gap in Business Schools?

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 39-56.

  The study examines the faculty salary differentials by sex in 13 U.S. business schools by utilizing the salary information from a publicly-accessible database. Through an analysis of variance, with a 2 x 4 x 6 factorial design, the authors investigate the main and interaction effects of gender, rank and teaching fields on faculty salaries. Results show that although women earn less than men in academics in general, the salary differences are non-significant among business school faculty members after the effects of ranks and teaching fields are taken into account. The interaction between rank and teaching fields is found to be weakly significant. The study seems to suggest that today’s female business faculty members are not subjected to the pay disparities reported in many previous studies.

• A Review of Business Communication under the Leadership Function

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 99-121.

  An effective way to perpetuate an academic discipline is to identify and to define its intellectual and historical roots, then to set such roots in the foundation textbooks and courses of the discipline. In that regard, Business Communication still struggles to establish its roots when compared to other disciplines in business schools, particularly Management. For this study, we undertook an extensive review of significant scholarly works on Business Communication as a discipline. We discovered there are prevalent themes in the broader context of rhetoric, technology, culture, dissemination, and impression; and this was confirmed by our examining the tables of contents for five leading Business Communication textbooks. We also found in the tables of contents for five leading management textbooks that all professional communication areas were placed under the leading function. Based on these findings, we recommend that Business Communication scholars, authors, and teachers embrace the five themes of business communication under the leading function to better establish and promote Business Communication as a discipline.

• The relevance of scientific management and equity theory in everyday managerial communication situations

  Journal of Management Policy and Practice, 13 (3), 106-115

  In this article, we take a look at why and how managers should communicate with their employees the value of scientific management and why it is still relevant today. Moreover, we will show managers how they should use communication to address employees’ feelings of unfairness. Finally, we will present a hypothetical case example that will help make clear the main points of how managers should use communication to teach their present-day employees the value of Frederick Winslow Taylor’s principles of scientific management and how to use concepts from Equity Theory to confront employees’ feelings of inequity in a modern business environment. The case will be followed with questions concerning the applicability of these two theories when managers are training subordinates, who are not college graduates, to do their work.

• Is There a Gender Pay Gap in Business Schools?

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 39-56.

  The study examines the faculty salary differentials by sex in 13 U.S. business schools by utilizing the salary information from a publicly-accessible database. Through an analysis of variance, with a 2 x 4 x 6 factorial design, the authors investigate the main and interaction effects of gender, rank and teaching fields on faculty salaries. Results show that although women earn less than men in academics in general, the salary differences are non-significant among business school faculty members after the effects of ranks and teaching fields are taken into account. The interaction between rank and teaching fields is found to be weakly significant. The study seems to suggest that today’s female business faculty members are not subjected to the pay disparities reported in many previous studies.

• Performance appraisals and the cognitive domain

  Supervision, 75 (7), pp. 3-7.

  Global competition has forced businesses to shift away from unskilled workers to a dependency on knowledge workers. This shift, however, has made it more difficult for managers to assign appropriate cognitive level tasks. Even more so, evaluating the performance of knowledge workers is not germane to any single measure. Therefore, it is very important that managers understand the cognitive domain is a useful tool for performance appraisals. Competitive advantage is now linked directly to the intellectual capital of people who can think at every level of the organization structure. In this article, I show managers how to use the cognitive domain to appraise workers’ performance.

• A Review of Business Communication under the Leadership Function

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 99-121.

  An effective way to perpetuate an academic discipline is to identify and to define its intellectual and historical roots, then to set such roots in the foundation textbooks and courses of the discipline. In that regard, Business Communication still struggles to establish its roots when compared to other disciplines in business schools, particularly Management. For this study, we undertook an extensive review of significant scholarly works on Business Communication as a discipline. We discovered there are prevalent themes in the broader context of rhetoric, technology, culture, dissemination, and impression; and this was confirmed by our examining the tables of contents for five leading Business Communication textbooks. We also found in the tables of contents for five leading management textbooks that all professional communication areas were placed under the leading function. Based on these findings, we recommend that Business Communication scholars, authors, and teachers embrace the five themes of business communication under the leading function to better establish and promote Business Communication as a discipline.

• The relevance of scientific management and equity theory in everyday managerial communication situations

  Journal of Management Policy and Practice, 13 (3), 106-115

  In this article, we take a look at why and how managers should communicate with their employees the value of scientific management and why it is still relevant today. Moreover, we will show managers how they should use communication to address employees’ feelings of unfairness. Finally, we will present a hypothetical case example that will help make clear the main points of how managers should use communication to teach their present-day employees the value of Frederick Winslow Taylor’s principles of scientific management and how to use concepts from Equity Theory to confront employees’ feelings of inequity in a modern business environment. The case will be followed with questions concerning the applicability of these two theories when managers are training subordinates, who are not college graduates, to do their work.

• Is There a Gender Pay Gap in Business Schools?

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 39-56.

  The study examines the faculty salary differentials by sex in 13 U.S. business schools by utilizing the salary information from a publicly-accessible database. Through an analysis of variance, with a 2 x 4 x 6 factorial design, the authors investigate the main and interaction effects of gender, rank and teaching fields on faculty salaries. Results show that although women earn less than men in academics in general, the salary differences are non-significant among business school faculty members after the effects of ranks and teaching fields are taken into account. The interaction between rank and teaching fields is found to be weakly significant. The study seems to suggest that today’s female business faculty members are not subjected to the pay disparities reported in many previous studies.

• Performance appraisals and the cognitive domain

  Supervision, 75 (7), pp. 3-7.

  Global competition has forced businesses to shift away from unskilled workers to a dependency on knowledge workers. This shift, however, has made it more difficult for managers to assign appropriate cognitive level tasks. Even more so, evaluating the performance of knowledge workers is not germane to any single measure. Therefore, it is very important that managers understand the cognitive domain is a useful tool for performance appraisals. Competitive advantage is now linked directly to the intellectual capital of people who can think at every level of the organization structure. In this article, I show managers how to use the cognitive domain to appraise workers’ performance.

• Addressing employees' feelings of inequity

  Supervision

  Some employees will restrict their inputs to a level they believe is consistent with the outcomes they receive. Others will meet with their supervisors to verbally negotiate a better deal—meaning they will struggle to find a balance between work and reward. The distress of inequity will cause others to quit the organization. Even though Adams’s Equity Theory has been a part of the management literature since 1963, some managers still don’t know how to deal effectively with employees’ feelings of inequity. In this article, I show managers how to use communication to address employees’ feelings of unfairness when they distort the facts.

• A Review of Business Communication under the Leadership Function

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 99-121.

  An effective way to perpetuate an academic discipline is to identify and to define its intellectual and historical roots, then to set such roots in the foundation textbooks and courses of the discipline. In that regard, Business Communication still struggles to establish its roots when compared to other disciplines in business schools, particularly Management. For this study, we undertook an extensive review of significant scholarly works on Business Communication as a discipline. We discovered there are prevalent themes in the broader context of rhetoric, technology, culture, dissemination, and impression; and this was confirmed by our examining the tables of contents for five leading Business Communication textbooks. We also found in the tables of contents for five leading management textbooks that all professional communication areas were placed under the leading function. Based on these findings, we recommend that Business Communication scholars, authors, and teachers embrace the five themes of business communication under the leading function to better establish and promote Business Communication as a discipline.

• The relevance of scientific management and equity theory in everyday managerial communication situations

  Journal of Management Policy and Practice, 13 (3), 106-115

  In this article, we take a look at why and how managers should communicate with their employees the value of scientific management and why it is still relevant today. Moreover, we will show managers how they should use communication to address employees’ feelings of unfairness. Finally, we will present a hypothetical case example that will help make clear the main points of how managers should use communication to teach their present-day employees the value of Frederick Winslow Taylor’s principles of scientific management and how to use concepts from Equity Theory to confront employees’ feelings of inequity in a modern business environment. The case will be followed with questions concerning the applicability of these two theories when managers are training subordinates, who are not college graduates, to do their work.

• Is There a Gender Pay Gap in Business Schools?

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 39-56.

  The study examines the faculty salary differentials by sex in 13 U.S. business schools by utilizing the salary information from a publicly-accessible database. Through an analysis of variance, with a 2 x 4 x 6 factorial design, the authors investigate the main and interaction effects of gender, rank and teaching fields on faculty salaries. Results show that although women earn less than men in academics in general, the salary differences are non-significant among business school faculty members after the effects of ranks and teaching fields are taken into account. The interaction between rank and teaching fields is found to be weakly significant. The study seems to suggest that today’s female business faculty members are not subjected to the pay disparities reported in many previous studies.

• Performance appraisals and the cognitive domain

  Supervision, 75 (7), pp. 3-7.

  Global competition has forced businesses to shift away from unskilled workers to a dependency on knowledge workers. This shift, however, has made it more difficult for managers to assign appropriate cognitive level tasks. Even more so, evaluating the performance of knowledge workers is not germane to any single measure. Therefore, it is very important that managers understand the cognitive domain is a useful tool for performance appraisals. Competitive advantage is now linked directly to the intellectual capital of people who can think at every level of the organization structure. In this article, I show managers how to use the cognitive domain to appraise workers’ performance.

• Addressing employees' feelings of inequity

  Supervision

  Some employees will restrict their inputs to a level they believe is consistent with the outcomes they receive. Others will meet with their supervisors to verbally negotiate a better deal—meaning they will struggle to find a balance between work and reward. The distress of inequity will cause others to quit the organization. Even though Adams’s Equity Theory has been a part of the management literature since 1963, some managers still don’t know how to deal effectively with employees’ feelings of inequity. In this article, I show managers how to use communication to address employees’ feelings of unfairness when they distort the facts.

• Using practical ethics to improve customer service on the frontline

  Supervision, 7 (8), 3-6.

  The goal of ethics is for people to conscientiously act in ways that improve human experience. The goal of customer service, therefore, is for employees to act in ways that improve customer experience. For this reason, practical ethics on the frontline requires that employees use any interaction with a customer as an opportunity to make a personal connection with a customer’s predicament (empathy), deliver an optimal good or service (expediency), and resolve a customer’s problem or complaint swiftly (solution). But first, what is ethics?

• A Review of Business Communication under the Leadership Function

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 99-121.

  An effective way to perpetuate an academic discipline is to identify and to define its intellectual and historical roots, then to set such roots in the foundation textbooks and courses of the discipline. In that regard, Business Communication still struggles to establish its roots when compared to other disciplines in business schools, particularly Management. For this study, we undertook an extensive review of significant scholarly works on Business Communication as a discipline. We discovered there are prevalent themes in the broader context of rhetoric, technology, culture, dissemination, and impression; and this was confirmed by our examining the tables of contents for five leading Business Communication textbooks. We also found in the tables of contents for five leading management textbooks that all professional communication areas were placed under the leading function. Based on these findings, we recommend that Business Communication scholars, authors, and teachers embrace the five themes of business communication under the leading function to better establish and promote Business Communication as a discipline.

• The relevance of scientific management and equity theory in everyday managerial communication situations

  Journal of Management Policy and Practice, 13 (3), 106-115

  In this article, we take a look at why and how managers should communicate with their employees the value of scientific management and why it is still relevant today. Moreover, we will show managers how they should use communication to address employees’ feelings of unfairness. Finally, we will present a hypothetical case example that will help make clear the main points of how managers should use communication to teach their present-day employees the value of Frederick Winslow Taylor’s principles of scientific management and how to use concepts from Equity Theory to confront employees’ feelings of inequity in a modern business environment. The case will be followed with questions concerning the applicability of these two theories when managers are training subordinates, who are not college graduates, to do their work.

• Is There a Gender Pay Gap in Business Schools?

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 39-56.

  The study examines the faculty salary differentials by sex in 13 U.S. business schools by utilizing the salary information from a publicly-accessible database. Through an analysis of variance, with a 2 x 4 x 6 factorial design, the authors investigate the main and interaction effects of gender, rank and teaching fields on faculty salaries. Results show that although women earn less than men in academics in general, the salary differences are non-significant among business school faculty members after the effects of ranks and teaching fields are taken into account. The interaction between rank and teaching fields is found to be weakly significant. The study seems to suggest that today’s female business faculty members are not subjected to the pay disparities reported in many previous studies.

• Performance appraisals and the cognitive domain

  Supervision, 75 (7), pp. 3-7.

  Global competition has forced businesses to shift away from unskilled workers to a dependency on knowledge workers. This shift, however, has made it more difficult for managers to assign appropriate cognitive level tasks. Even more so, evaluating the performance of knowledge workers is not germane to any single measure. Therefore, it is very important that managers understand the cognitive domain is a useful tool for performance appraisals. Competitive advantage is now linked directly to the intellectual capital of people who can think at every level of the organization structure. In this article, I show managers how to use the cognitive domain to appraise workers’ performance.

• Addressing employees' feelings of inequity

  Supervision

  Some employees will restrict their inputs to a level they believe is consistent with the outcomes they receive. Others will meet with their supervisors to verbally negotiate a better deal—meaning they will struggle to find a balance between work and reward. The distress of inequity will cause others to quit the organization. Even though Adams’s Equity Theory has been a part of the management literature since 1963, some managers still don’t know how to deal effectively with employees’ feelings of inequity. In this article, I show managers how to use communication to address employees’ feelings of unfairness when they distort the facts.

• Using practical ethics to improve customer service on the frontline

  Supervision, 7 (8), 3-6.

  The goal of ethics is for people to conscientiously act in ways that improve human experience. The goal of customer service, therefore, is for employees to act in ways that improve customer experience. For this reason, practical ethics on the frontline requires that employees use any interaction with a customer as an opportunity to make a personal connection with a customer’s predicament (empathy), deliver an optimal good or service (expediency), and resolve a customer’s problem or complaint swiftly (solution). But first, what is ethics?

• Managerial Communication

  Business Expert Press

  Managerial Communication explores what the communication managers actually do in business across the planning, organizing, leading, and controlling functions. The top, middle, and frontline communications in which managers engage is also discussed. All of the levels of communication (intrapersonal, interpersonal, group, organizational, and intercultural) play a role in managerial communication; therefore, these levels are explained thoroughly in Chapter 2, but are relevant in all chapters. As we expound, for example, on theories of communication we relate them to the theories of management such as crisis management, impression management, equity theory, and effective presentation skills. These are the skills that are invaluable to management; you will begin to appreciate the depth and breadth of the painstaking effort we took to explicate these important topics. Our book, therefore, brings communication to the forefront of management theory because it is our belief that management cannot function without the particular techniques of communication covered in Managerial Communication. Keywords: business administration, communication, management functions, principles

• A Review of Business Communication under the Leadership Function

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 99-121.

  An effective way to perpetuate an academic discipline is to identify and to define its intellectual and historical roots, then to set such roots in the foundation textbooks and courses of the discipline. In that regard, Business Communication still struggles to establish its roots when compared to other disciplines in business schools, particularly Management. For this study, we undertook an extensive review of significant scholarly works on Business Communication as a discipline. We discovered there are prevalent themes in the broader context of rhetoric, technology, culture, dissemination, and impression; and this was confirmed by our examining the tables of contents for five leading Business Communication textbooks. We also found in the tables of contents for five leading management textbooks that all professional communication areas were placed under the leading function. Based on these findings, we recommend that Business Communication scholars, authors, and teachers embrace the five themes of business communication under the leading function to better establish and promote Business Communication as a discipline.

• The relevance of scientific management and equity theory in everyday managerial communication situations

  Journal of Management Policy and Practice, 13 (3), 106-115

  In this article, we take a look at why and how managers should communicate with their employees the value of scientific management and why it is still relevant today. Moreover, we will show managers how they should use communication to address employees’ feelings of unfairness. Finally, we will present a hypothetical case example that will help make clear the main points of how managers should use communication to teach their present-day employees the value of Frederick Winslow Taylor’s principles of scientific management and how to use concepts from Equity Theory to confront employees’ feelings of inequity in a modern business environment. The case will be followed with questions concerning the applicability of these two theories when managers are training subordinates, who are not college graduates, to do their work.

• Is There a Gender Pay Gap in Business Schools?

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 39-56.

  The study examines the faculty salary differentials by sex in 13 U.S. business schools by utilizing the salary information from a publicly-accessible database. Through an analysis of variance, with a 2 x 4 x 6 factorial design, the authors investigate the main and interaction effects of gender, rank and teaching fields on faculty salaries. Results show that although women earn less than men in academics in general, the salary differences are non-significant among business school faculty members after the effects of ranks and teaching fields are taken into account. The interaction between rank and teaching fields is found to be weakly significant. The study seems to suggest that today’s female business faculty members are not subjected to the pay disparities reported in many previous studies.

• Performance appraisals and the cognitive domain

  Supervision, 75 (7), pp. 3-7.

  Global competition has forced businesses to shift away from unskilled workers to a dependency on knowledge workers. This shift, however, has made it more difficult for managers to assign appropriate cognitive level tasks. Even more so, evaluating the performance of knowledge workers is not germane to any single measure. Therefore, it is very important that managers understand the cognitive domain is a useful tool for performance appraisals. Competitive advantage is now linked directly to the intellectual capital of people who can think at every level of the organization structure. In this article, I show managers how to use the cognitive domain to appraise workers’ performance.

• Addressing employees' feelings of inequity

  Supervision

  Some employees will restrict their inputs to a level they believe is consistent with the outcomes they receive. Others will meet with their supervisors to verbally negotiate a better deal—meaning they will struggle to find a balance between work and reward. The distress of inequity will cause others to quit the organization. Even though Adams’s Equity Theory has been a part of the management literature since 1963, some managers still don’t know how to deal effectively with employees’ feelings of inequity. In this article, I show managers how to use communication to address employees’ feelings of unfairness when they distort the facts.

• Using practical ethics to improve customer service on the frontline

  Supervision, 7 (8), 3-6.

  The goal of ethics is for people to conscientiously act in ways that improve human experience. The goal of customer service, therefore, is for employees to act in ways that improve customer experience. For this reason, practical ethics on the frontline requires that employees use any interaction with a customer as an opportunity to make a personal connection with a customer’s predicament (empathy), deliver an optimal good or service (expediency), and resolve a customer’s problem or complaint swiftly (solution). But first, what is ethics?

• Managerial Communication

  Business Expert Press

  Managerial Communication explores what the communication managers actually do in business across the planning, organizing, leading, and controlling functions. The top, middle, and frontline communications in which managers engage is also discussed. All of the levels of communication (intrapersonal, interpersonal, group, organizational, and intercultural) play a role in managerial communication; therefore, these levels are explained thoroughly in Chapter 2, but are relevant in all chapters. As we expound, for example, on theories of communication we relate them to the theories of management such as crisis management, impression management, equity theory, and effective presentation skills. These are the skills that are invaluable to management; you will begin to appreciate the depth and breadth of the painstaking effort we took to explicate these important topics. Our book, therefore, brings communication to the forefront of management theory because it is our belief that management cannot function without the particular techniques of communication covered in Managerial Communication. Keywords: business administration, communication, management functions, principles

• Communicating strategy at the technical core

  Supervision, 73 (10), 3-7.

  Every executive knows good strategy is one that actually comes into fruition. Strategy happens when CEO’s use their influence to steer the organization in a favorable direction over the long-term. Although managers know there is no certainty in business, top managers routinely examine relevant information to make strategic decisions in which they have some degree of confidence. On the other hand, when managers fail to successfully communicate the long-term goals to every employee strategic initiatives are seldom achieved. In this article I provide managers with two steps they should take when communicating strategy at the technical core.

• A Review of Business Communication under the Leadership Function

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 99-121.

  An effective way to perpetuate an academic discipline is to identify and to define its intellectual and historical roots, then to set such roots in the foundation textbooks and courses of the discipline. In that regard, Business Communication still struggles to establish its roots when compared to other disciplines in business schools, particularly Management. For this study, we undertook an extensive review of significant scholarly works on Business Communication as a discipline. We discovered there are prevalent themes in the broader context of rhetoric, technology, culture, dissemination, and impression; and this was confirmed by our examining the tables of contents for five leading Business Communication textbooks. We also found in the tables of contents for five leading management textbooks that all professional communication areas were placed under the leading function. Based on these findings, we recommend that Business Communication scholars, authors, and teachers embrace the five themes of business communication under the leading function to better establish and promote Business Communication as a discipline.

• The relevance of scientific management and equity theory in everyday managerial communication situations

  Journal of Management Policy and Practice, 13 (3), 106-115

  In this article, we take a look at why and how managers should communicate with their employees the value of scientific management and why it is still relevant today. Moreover, we will show managers how they should use communication to address employees’ feelings of unfairness. Finally, we will present a hypothetical case example that will help make clear the main points of how managers should use communication to teach their present-day employees the value of Frederick Winslow Taylor’s principles of scientific management and how to use concepts from Equity Theory to confront employees’ feelings of inequity in a modern business environment. The case will be followed with questions concerning the applicability of these two theories when managers are training subordinates, who are not college graduates, to do their work.

• Is There a Gender Pay Gap in Business Schools?

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 39-56.

  The study examines the faculty salary differentials by sex in 13 U.S. business schools by utilizing the salary information from a publicly-accessible database. Through an analysis of variance, with a 2 x 4 x 6 factorial design, the authors investigate the main and interaction effects of gender, rank and teaching fields on faculty salaries. Results show that although women earn less than men in academics in general, the salary differences are non-significant among business school faculty members after the effects of ranks and teaching fields are taken into account. The interaction between rank and teaching fields is found to be weakly significant. The study seems to suggest that today’s female business faculty members are not subjected to the pay disparities reported in many previous studies.

• Performance appraisals and the cognitive domain

  Supervision, 75 (7), pp. 3-7.

  Global competition has forced businesses to shift away from unskilled workers to a dependency on knowledge workers. This shift, however, has made it more difficult for managers to assign appropriate cognitive level tasks. Even more so, evaluating the performance of knowledge workers is not germane to any single measure. Therefore, it is very important that managers understand the cognitive domain is a useful tool for performance appraisals. Competitive advantage is now linked directly to the intellectual capital of people who can think at every level of the organization structure. In this article, I show managers how to use the cognitive domain to appraise workers’ performance.

• Addressing employees' feelings of inequity

  Supervision

  Some employees will restrict their inputs to a level they believe is consistent with the outcomes they receive. Others will meet with their supervisors to verbally negotiate a better deal—meaning they will struggle to find a balance between work and reward. The distress of inequity will cause others to quit the organization. Even though Adams’s Equity Theory has been a part of the management literature since 1963, some managers still don’t know how to deal effectively with employees’ feelings of inequity. In this article, I show managers how to use communication to address employees’ feelings of unfairness when they distort the facts.

• Using practical ethics to improve customer service on the frontline

  Supervision, 7 (8), 3-6.

  The goal of ethics is for people to conscientiously act in ways that improve human experience. The goal of customer service, therefore, is for employees to act in ways that improve customer experience. For this reason, practical ethics on the frontline requires that employees use any interaction with a customer as an opportunity to make a personal connection with a customer’s predicament (empathy), deliver an optimal good or service (expediency), and resolve a customer’s problem or complaint swiftly (solution). But first, what is ethics?

• Managerial Communication

  Business Expert Press

  Managerial Communication explores what the communication managers actually do in business across the planning, organizing, leading, and controlling functions. The top, middle, and frontline communications in which managers engage is also discussed. All of the levels of communication (intrapersonal, interpersonal, group, organizational, and intercultural) play a role in managerial communication; therefore, these levels are explained thoroughly in Chapter 2, but are relevant in all chapters. As we expound, for example, on theories of communication we relate them to the theories of management such as crisis management, impression management, equity theory, and effective presentation skills. These are the skills that are invaluable to management; you will begin to appreciate the depth and breadth of the painstaking effort we took to explicate these important topics. Our book, therefore, brings communication to the forefront of management theory because it is our belief that management cannot function without the particular techniques of communication covered in Managerial Communication. Keywords: business administration, communication, management functions, principles

• Communicating strategy at the technical core

  Supervision, 73 (10), 3-7.

  Every executive knows good strategy is one that actually comes into fruition. Strategy happens when CEO’s use their influence to steer the organization in a favorable direction over the long-term. Although managers know there is no certainty in business, top managers routinely examine relevant information to make strategic decisions in which they have some degree of confidence. On the other hand, when managers fail to successfully communicate the long-term goals to every employee strategic initiatives are seldom achieved. In this article I provide managers with two steps they should take when communicating strategy at the technical core.

• Removing the source of conflict from conflict situations

  Supervision, 74 (11), 3-6.

  When managers feel pressure from deciding on opposing options, attractive or unattractive, conflict occurs. Managers become the source of bad conflict when beleaguered by anxiety they put off final decisions. The two levels of conflict are psychological (intrapersonal) and social (interpersonal). Removing manager as source of conflict, in most cases, requires managers to weigh options wisely and make concise decisions. In this article, I provide managers with four approaches they can use to remove themselves as the source of bad conflict.

• A Review of Business Communication under the Leadership Function

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 99-121.

  An effective way to perpetuate an academic discipline is to identify and to define its intellectual and historical roots, then to set such roots in the foundation textbooks and courses of the discipline. In that regard, Business Communication still struggles to establish its roots when compared to other disciplines in business schools, particularly Management. For this study, we undertook an extensive review of significant scholarly works on Business Communication as a discipline. We discovered there are prevalent themes in the broader context of rhetoric, technology, culture, dissemination, and impression; and this was confirmed by our examining the tables of contents for five leading Business Communication textbooks. We also found in the tables of contents for five leading management textbooks that all professional communication areas were placed under the leading function. Based on these findings, we recommend that Business Communication scholars, authors, and teachers embrace the five themes of business communication under the leading function to better establish and promote Business Communication as a discipline.

• The relevance of scientific management and equity theory in everyday managerial communication situations

  Journal of Management Policy and Practice, 13 (3), 106-115

  In this article, we take a look at why and how managers should communicate with their employees the value of scientific management and why it is still relevant today. Moreover, we will show managers how they should use communication to address employees’ feelings of unfairness. Finally, we will present a hypothetical case example that will help make clear the main points of how managers should use communication to teach their present-day employees the value of Frederick Winslow Taylor’s principles of scientific management and how to use concepts from Equity Theory to confront employees’ feelings of inequity in a modern business environment. The case will be followed with questions concerning the applicability of these two theories when managers are training subordinates, who are not college graduates, to do their work.

• Is There a Gender Pay Gap in Business Schools?

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 39-56.

  The study examines the faculty salary differentials by sex in 13 U.S. business schools by utilizing the salary information from a publicly-accessible database. Through an analysis of variance, with a 2 x 4 x 6 factorial design, the authors investigate the main and interaction effects of gender, rank and teaching fields on faculty salaries. Results show that although women earn less than men in academics in general, the salary differences are non-significant among business school faculty members after the effects of ranks and teaching fields are taken into account. The interaction between rank and teaching fields is found to be weakly significant. The study seems to suggest that today’s female business faculty members are not subjected to the pay disparities reported in many previous studies.

• Performance appraisals and the cognitive domain

  Supervision, 75 (7), pp. 3-7.

  Global competition has forced businesses to shift away from unskilled workers to a dependency on knowledge workers. This shift, however, has made it more difficult for managers to assign appropriate cognitive level tasks. Even more so, evaluating the performance of knowledge workers is not germane to any single measure. Therefore, it is very important that managers understand the cognitive domain is a useful tool for performance appraisals. Competitive advantage is now linked directly to the intellectual capital of people who can think at every level of the organization structure. In this article, I show managers how to use the cognitive domain to appraise workers’ performance.

• Addressing employees' feelings of inequity

  Supervision

  Some employees will restrict their inputs to a level they believe is consistent with the outcomes they receive. Others will meet with their supervisors to verbally negotiate a better deal—meaning they will struggle to find a balance between work and reward. The distress of inequity will cause others to quit the organization. Even though Adams’s Equity Theory has been a part of the management literature since 1963, some managers still don’t know how to deal effectively with employees’ feelings of inequity. In this article, I show managers how to use communication to address employees’ feelings of unfairness when they distort the facts.

• Using practical ethics to improve customer service on the frontline

  Supervision, 7 (8), 3-6.

  The goal of ethics is for people to conscientiously act in ways that improve human experience. The goal of customer service, therefore, is for employees to act in ways that improve customer experience. For this reason, practical ethics on the frontline requires that employees use any interaction with a customer as an opportunity to make a personal connection with a customer’s predicament (empathy), deliver an optimal good or service (expediency), and resolve a customer’s problem or complaint swiftly (solution). But first, what is ethics?

• Managerial Communication

  Business Expert Press

  Managerial Communication explores what the communication managers actually do in business across the planning, organizing, leading, and controlling functions. The top, middle, and frontline communications in which managers engage is also discussed. All of the levels of communication (intrapersonal, interpersonal, group, organizational, and intercultural) play a role in managerial communication; therefore, these levels are explained thoroughly in Chapter 2, but are relevant in all chapters. As we expound, for example, on theories of communication we relate them to the theories of management such as crisis management, impression management, equity theory, and effective presentation skills. These are the skills that are invaluable to management; you will begin to appreciate the depth and breadth of the painstaking effort we took to explicate these important topics. Our book, therefore, brings communication to the forefront of management theory because it is our belief that management cannot function without the particular techniques of communication covered in Managerial Communication. Keywords: business administration, communication, management functions, principles

• Communicating strategy at the technical core

  Supervision, 73 (10), 3-7.

  Every executive knows good strategy is one that actually comes into fruition. Strategy happens when CEO’s use their influence to steer the organization in a favorable direction over the long-term. Although managers know there is no certainty in business, top managers routinely examine relevant information to make strategic decisions in which they have some degree of confidence. On the other hand, when managers fail to successfully communicate the long-term goals to every employee strategic initiatives are seldom achieved. In this article I provide managers with two steps they should take when communicating strategy at the technical core.

• Removing the source of conflict from conflict situations

  Supervision, 74 (11), 3-6.

  When managers feel pressure from deciding on opposing options, attractive or unattractive, conflict occurs. Managers become the source of bad conflict when beleaguered by anxiety they put off final decisions. The two levels of conflict are psychological (intrapersonal) and social (interpersonal). Removing manager as source of conflict, in most cases, requires managers to weigh options wisely and make concise decisions. In this article, I provide managers with four approaches they can use to remove themselves as the source of bad conflict.

• Three facets for communicating managerial trustworthy behavior

  Supervision, 73 (11), 16-20.

  Imperative in the exchange relationship framework is trust, which includes the antecedents of benevolence, vulnerability and dependency. Managers are the initiators of trust. Furthermore, when managers build trust they must do so in three facets of communication. First, share accurate information. Second, explain the rationale for decision making. Third, be open to communication with employees. In this article, I stress the importance of the three facets for communicating managerial trustworthy behavior.

• A Review of Business Communication under the Leadership Function

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 99-121.

  An effective way to perpetuate an academic discipline is to identify and to define its intellectual and historical roots, then to set such roots in the foundation textbooks and courses of the discipline. In that regard, Business Communication still struggles to establish its roots when compared to other disciplines in business schools, particularly Management. For this study, we undertook an extensive review of significant scholarly works on Business Communication as a discipline. We discovered there are prevalent themes in the broader context of rhetoric, technology, culture, dissemination, and impression; and this was confirmed by our examining the tables of contents for five leading Business Communication textbooks. We also found in the tables of contents for five leading management textbooks that all professional communication areas were placed under the leading function. Based on these findings, we recommend that Business Communication scholars, authors, and teachers embrace the five themes of business communication under the leading function to better establish and promote Business Communication as a discipline.

• The relevance of scientific management and equity theory in everyday managerial communication situations

  Journal of Management Policy and Practice, 13 (3), 106-115

  In this article, we take a look at why and how managers should communicate with their employees the value of scientific management and why it is still relevant today. Moreover, we will show managers how they should use communication to address employees’ feelings of unfairness. Finally, we will present a hypothetical case example that will help make clear the main points of how managers should use communication to teach their present-day employees the value of Frederick Winslow Taylor’s principles of scientific management and how to use concepts from Equity Theory to confront employees’ feelings of inequity in a modern business environment. The case will be followed with questions concerning the applicability of these two theories when managers are training subordinates, who are not college graduates, to do their work.

• Is There a Gender Pay Gap in Business Schools?

  Business Studies Journal, Volume 6, Special Issue, Number 2, 2014, pp. 39-56.

  The study examines the faculty salary differentials by sex in 13 U.S. business schools by utilizing the salary information from a publicly-accessible database. Through an analysis of variance, with a 2 x 4 x 6 factorial design, the authors investigate the main and interaction effects of gender, rank and teaching fields on faculty salaries. Results show that although women earn less than men in academics in general, the salary differences are non-significant among business school faculty members after the effects of ranks and teaching fields are taken into account. The interaction between rank and teaching fields is found to be weakly significant. The study seems to suggest that today’s female business faculty members are not subjected to the pay disparities reported in many previous studies.

• Performance appraisals and the cognitive domain

  Supervision, 75 (7), pp. 3-7.

  Global competition has forced businesses to shift away from unskilled workers to a dependency on knowledge workers. This shift, however, has made it more difficult for managers to assign appropriate cognitive level tasks. Even more so, evaluating the performance of knowledge workers is not germane to any single measure. Therefore, it is very important that managers understand the cognitive domain is a useful tool for performance appraisals. Competitive advantage is now linked directly to the intellectual capital of people who can think at every level of the organization structure. In this article, I show managers how to use the cognitive domain to appraise workers’ performance.

• Addressing employees' feelings of inequity

  Supervision

  Some employees will restrict their inputs to a level they believe is consistent with the outcomes they receive. Others will meet with their supervisors to verbally negotiate a better deal—meaning they will struggle to find a balance between work and reward. The distress of inequity will cause others to quit the organization. Even though Adams’s Equity Theory has been a part of the management literature since 1963, some managers still don’t know how to deal effectively with employees’ feelings of inequity. In this article, I show managers how to use communication to address employees’ feelings of unfairness when they distort the facts.

• Using practical ethics to improve customer service on the frontline

  Supervision, 7 (8), 3-6.

  The goal of ethics is for people to conscientiously act in ways that improve human experience. The goal of customer service, therefore, is for employees to act in ways that improve customer experience. For this reason, practical ethics on the frontline requires that employees use any interaction with a customer as an opportunity to make a personal connection with a customer’s predicament (empathy), deliver an optimal good or service (expediency), and resolve a customer’s problem or complaint swiftly (solution). But first, what is ethics?

• Managerial Communication

  Business Expert Press

  Managerial Communication explores what the communication managers actually do in business across the planning, organizing, leading, and controlling functions. The top, middle, and frontline communications in which managers engage is also discussed. All of the levels of communication (intrapersonal, interpersonal, group, organizational, and intercultural) play a role in managerial communication; therefore, these levels are explained thoroughly in Chapter 2, but are relevant in all chapters. As we expound, for example, on theories of communication we relate them to the theories of management such as crisis management, impression management, equity theory, and effective presentation skills. These are the skills that are invaluable to management; you will begin to appreciate the depth and breadth of the painstaking effort we took to explicate these important topics. Our book, therefore, brings communication to the forefront of management theory because it is our belief that management cannot function without the particular techniques of communication covered in Managerial Communication. Keywords: business administration, communication, management functions, principles

• Communicating strategy at the technical core

  Supervision, 73 (10), 3-7.

  Every executive knows good strategy is one that actually comes into fruition. Strategy happens when CEO’s use their influence to steer the organization in a favorable direction over the long-term. Although managers know there is no certainty in business, top managers routinely examine relevant information to make strategic decisions in which they have some degree of confidence. On the other hand, when managers fail to successfully communicate the long-term goals to every employee strategic initiatives are seldom achieved. In this article I provide managers with two steps they should take when communicating strategy at the technical core.

• Removing the source of conflict from conflict situations

  Supervision, 74 (11), 3-6.

  When managers feel pressure from deciding on opposing options, attractive or unattractive, conflict occurs. Managers become the source of bad conflict when beleaguered by anxiety they put off final decisions. The two levels of conflict are psychological (intrapersonal) and social (interpersonal). Removing manager as source of conflict, in most cases, requires managers to weigh options wisely and make concise decisions. In this article, I provide managers with four approaches they can use to remove themselves as the source of bad conflict.

• Three facets for communicating managerial trustworthy behavior

  Supervision, 73 (11), 16-20.

  Imperative in the exchange relationship framework is trust, which includes the antecedents of benevolence, vulnerability and dependency. Managers are the initiators of trust. Furthermore, when managers build trust they must do so in three facets of communication. First, share accurate information. Second, explain the rationale for decision making. Third, be open to communication with employees. In this article, I stress the importance of the three facets for communicating managerial trustworthy behavior.

• Reminding managers to motivate and communicate: A primer on the basic operations in the work of the manager

  Supervision, 72 (8), 7-10.

  Anyone who has spent time working under the totalitarian rule of an incompetent boss can tell you that not all bosses should call themselves managers. Just because someone has the formal title of “manager” does not mean that person can manage. The word manager can be a foreign concept to some. Nevertheless, a manager is expected to judiciously utilize limited resources to accomplish goals. In this article, I give managers a primer on the basic operations in the work of the manager, with motivating and communicating as the most crucial operation for managerial success.