THE ROLE OF COMMUNICATION PROCESS MANAGEMENT IN PROJECT SUCCESS: BEST PRACTICES AND CASE STUDIES WITH REFERENCE TO HARSHA TOYOTA

When compared to the more conventional methods of management communication, such as face-to-face (FTF), telephone, and written note, managers may find that computer-based options are more beneficial. In this study, researchers looked at how continuing management groups that were working together used electronic messaging (EM). Using a comprehensive multimethod case study of two daily newspapers' editorial groups, it looked at how well the selected communication medium (FTF vs. EM) aligned with the intended form of discourse (alternation vs. interaction/discussion). This preliminary investigation led to the formulation of two hypotheses. The first maintains that CMC is more suited for communicating within an existing context, while FTF is more suited to constructing a common interpretative framework among group members due to its high degree of interactivity. For interactive conversation, groups who are good at communicating will employ FTF, while for discourse that mostly consists of alternating adjacency pairs, they will use EM. In the second, it is suggested that communication may be made more successful by selecting the right ways of expression. The four core characteristics of management that Warren Bennis identified—attention, meaning, trust, and self—all revolve on communication. Managers and leaders who want to make a difference in their organizations need to work on being more self-aware, setting a good example when it comes to communication, and mastering the art of constructive disagreement. Assisting managers and executives in improving their communication skills is a critical component of any communication professional's job description. The emphasis of this study is on the interaction between IT staff and supervisors at a Greek bank as it pertains to the dissemination of risk messaging across different types of organizations. Modern e-banking security managers rely heavily on communication tools to accomplish an essential part of information systems (IS) security: protecting the architecture of the system

Publication Details

Journal
Zenodo (CERN European Organization for Nuclear Research)
Published
2025-08-13
DOI
https://doi.org/10.5281/zenodo.16840826
Primary Topic
Team Dynamics and Performance
Type
article
Field-Weighted Citation Impact
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article

THE ROLE OF COMMUNICATION PROCESS MANAGEMENT IN PROJECT SUCCESS: BEST PRACTICES AND CASE STUDIES WITH REFERENCE TO HARSHA TOYOTA

Zenodo (CERN European Organization for Nuclear Research)
Team Dynamics and Performance
article

THE ROLE OF COMMUNICATION PROCESS MANAGEMENT IN PROJECT SUCCESS: BEST PRACTICES AND CASE STUDIES WITH REFERENCE TO HARSHA TOYOTA

article en

Abstract

When compared to the more conventional methods of management communication, such as face-to-face (FTF), telephone, and written note, managers may find that computer-based options are more beneficial. In this study, researchers looked at how continuing management groups that were working together used electronic messaging (EM). Using a comprehensive multimethod case study of two daily newspapers' editorial groups, it looked at how well the selected communication medium (FTF vs. EM) aligned with the intended form of discourse (alternation vs. interaction/discussion). This preliminary investigation led to the formulation of two hypotheses. The first maintains that CMC is more suited for communicating within an existing context, while FTF is more suited to constructing a common interpretative framework among group members due to its high degree of interactivity. For interactive conversation, groups who are good at communicating will employ FTF, while for discourse that mostly consists of alternating adjacency pairs, they will use EM. In the second, it is suggested that communication may be made more successful by selecting the right ways of expression. The four core characteristics of management that Warren Bennis identified—attention, meaning, trust, and self—all revolve on communication. Managers and leaders who want to make a difference in their organizations need to work on being more self-aware, setting a good example when it comes to communication, and mastering the art of constructive disagreement. Assisting managers and executives in improving their communication skills is a critical component of any communication professional's job description. The emphasis of this study is on the interaction between IT staff and supervisors at a Greek bank as it pertains to the dissemination of risk messaging across different types of organizations. Modern e-banking security managers rely heavily on communication tools to accomplish an essential part of information systems (IS) security: protecting the architecture of the system

Zenodo (CERN European Organization for Nuclear Research)
Quality Education
Openalex Percentile: Top 50%
Team Dynamics and Performance
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