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Communication Capabilities (communication + capability)
Selected AbstractsOral Communication Capabilities of Purchasing Managers: Measurement and TypologyJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 2 2006Rudolf O. Large SUMMARY As supply chain management (SCM) becomes increasingly important, the sharing of information and oral communication has also increased in significance. This has resulted in the need for an instrument to measure managers' oral communication capabilities. The main objectives of this paper are to identify the dimensions of the oral communication capability and to develop an instrument to measure this capability. To achieve these goals, a survey was conducted among German and Spanish buyers and supply managers. The results indicate that the oral communication capability construct has a second-order structure with three dimensions: the ability to pass on information, the ability to persuade and the ability to listen and understand. Based on these results, the Oral Communication Capability Self-test (OCCS) was developed. This study also investigates the typology of purchasing managers based on their oral communication capabilities. [source] Rules of engagement in turbulent times: How Verizon Wireless uses a robust HR portal for employee communicationGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 4 2009Antonio Poglianich Turbulent times such as these will test the resilience of many companies' communication capabilities, particularly for rapid response with consistent messaging to focus and engage a wary and distracted workforce on the many challenges ahead. The answer may be an HR portal like that at Verizon Wireless, where it is a core part of an engagement strategy that is the envy of the industry. The article discusses the importance of engagement for organizational and business performance; the role communication can play in driving engagement; and five principles for accomplishing this. The article goes on to explore how Verizon Wireless has developed and positioned its HR portal for rapid as well as sustained messaging, personalization, and self-service tools that all help define the employee experience. © 2009 Wiley Periodicals, Inc. [source] Item selection and content validity of the Critical-Care Pain Observation Tool for non-verbal adultsJOURNAL OF ADVANCED NURSING, Issue 1 2009Céline Gélinas Abstract Title.,Item selection and content validity of the Critical-Care Pain Observation Tool for non-verbal adults. Aim., This paper is a report of the item selection process and evaluation of the content validity of the Critical-Care Pain Observation Tool for non-verbal critically ill adults. Background., Critically ill patients experience moderate to severe pain in the intensive care unit. While critical care clinicians strive to obtain the patient's self-report of pain, many factors compromise the patient's ability to communicate verbally. Pain assessment methods often need to match the communication capabilities of the patient. In non-verbal patients, observable behavioural and physiological indicators become important indices for pain assessment. Method., A mixed method study design was used for the development of the Critical-Care Pain Observation Tool in 2002,2003. More specifically, a four-step process was undertaken: (1) literature review, (2) review of 52 patients' medical files, (3) focus groups with 48 critical care nurses, and interviews with 12 physicians, and (4) evaluation of content validity with 17 clinicians using a self-administered questionnaire. Results., Item selection was derived from different sources of information which were convergent and complementary in their content. An initial version of the Critical-Care Pain Observation Tool was developed including both behavioural and physiological indicators. Because physiological indicators received more criticism than support, only the four behaviours with content validity indices >0·80 were included in the Critical-Care Pain Observation Tool: facial expression, body movements, muscle tension and compliance with the ventilator. Conclusion., Item selection and expert opinions are relevant aspects of tool development. While further evaluation is planned, the Critical-Care Pain Observation Tool appears as a useful instrument to assess pain in critically ill patients. [source] Oral Communication Capabilities of Purchasing Managers: Measurement and TypologyJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 2 2006Rudolf O. Large SUMMARY As supply chain management (SCM) becomes increasingly important, the sharing of information and oral communication has also increased in significance. This has resulted in the need for an instrument to measure managers' oral communication capabilities. The main objectives of this paper are to identify the dimensions of the oral communication capability and to develop an instrument to measure this capability. To achieve these goals, a survey was conducted among German and Spanish buyers and supply managers. The results indicate that the oral communication capability construct has a second-order structure with three dimensions: the ability to pass on information, the ability to persuade and the ability to listen and understand. Based on these results, the Oral Communication Capability Self-test (OCCS) was developed. This study also investigates the typology of purchasing managers based on their oral communication capabilities. [source] Communication Flows in International Product Innovation TeamsTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2000Rudy K. Moenaert Recently, we have witnessed a strong growth in the internationalization of many firms' product development activities. However, the lack of attention devoted by scientific research to the management of international innovation contrasts sharply with the importance attached to it as a cornerstone of international business success. Although several empirical studies and normative theories have specified the communication requirements in innovation teams, an empirically based insight is definitely needed on the communication requirements and requirements that prevail in the complex context of international innovation teams, in which the participants are located in different company units, countries, and cultures. This article addresses the following research question: viewing international innovation as an interfunctional activity, what are the communication requirements an international innovation team is facing, and what are the communication capabilities (interface mechanisms) that may be adopted to initiate, develop, and launch the new product effectively and efficiently? An extensive case study research project was designed to develop a comprehensive theoretical framework. Over a two year time period, the research team has investigated selected innovation projects in four European multinational corporations. The analysis of the case study data suggests five requirements that determine the effectiveness and efficiency of communication in international product development teams: network transparency, knowledge codification, knowledge credibility, communication cost, secrecy. To cope with these communication requirements, organizations may create firm level capabilities (parallel structures, cross-functional and inter-unit climate, communication infrastructure, goal congruence) and team level capabilities (core team, team leadership, formalization, procedural justice). The evidence from the in-depth case study research indicates that these mechanisms provide a parsimonious and powerful approach to address the communication requirements in international product innovation teams. After the information processing framework proposed by Tushman and Nadler [124], the adoption of these mechanisms is expected to improve innovation effectiveness. This holds important consequences for the management of international product innovation projects. First, the innovating firm must balance centralization and decentralization, employ formal as well as informal strategies, and integrate ad-hoc and permanent strategies. Second, it highlights the critical role of the project leader. Given the fact that companies often select the most available person, rather than the best person for the job, the allocation of light weight project leaders may create heavyweight problems in international teams. Third, following the argument in favor of procedural justice, the absence of involvement may severely hinder cross-functional commitment to international innovation projects. Fourth, the innovating firm must also actively manage the communication flows with external parties. Failure to do so may result in flawed specifications, and a limited understanding about product design and market strategies. [source] Embryonic systems implementation with FPGA-based artificial cell network hardware architecturesASIAN JOURNAL OF CONTROL, Issue 2 2010Csaba Szász Abstract The cell-based structure, which makes up the majority of biological organisms, offers the ability to grow with fault-tolerance abilities and self-repair. By adapting these mechanisms and capabilities to nature, scientific approaches have promoted research for understanding related phenomena and associated principles to engine complex novel digital systems and improve their capability. Founded by these observations, the paper is focused on computer-aided modeling, simulation and experimental research of embryonic systems, with the purpose to implement very large scale integrated hardware structures which are able to imitate cells or artificial organism operation mode, with similar robustness and fault-tolerance properties like their biological equivalents from nature. Field Programmable Gate Array (FPGA)-based artificial cell model configuration provided with strongly network communication capabilities is proposed and developed. The presented theoretical and simulation approaches were tested on a laboratory prototype embryonic system (embryonic machine), for study and implementation of basic abilities of living organisms. Copyright © 2010 John Wiley and Sons Asia Pte Ltd and Chinese Automatic Control Society [source] From tears to words: the development of language to express pain in young children with everyday minor illnesses and injuriesCHILD: CARE, HEALTH AND DEVELOPMENT, Issue 4 2010L. Franck Abstract Background Little is known about the development of language to express pain in the young or how children and parents verbally communicate when young children have everyday minor illnesses and injuries. Methods UK parents of children between the ages of 1 and 6 were invited to complete an Internet survey on children's pain language during everyday situations of minor illness or injury. Results Of the 1716 parents completing the survey, 45% reported their child had at least one word to express pain by 17 months of age, increasing to 81% by 23 months of age. Children used different words based on their age and in the contexts of minor illnesses and injuries, with words for expressing pain related to illness emerging slightly later. Children's language was purposeful in describing causes of pain and requesting specific forms of assistance from parents even in the very youngest age groups. Parents' communicated with their children primarily to gain further information about the source and nature of pain and to direct children's behaviour. Conclusions Children rapidly develop an extensive vocabulary to describe pain between 12 and 30 months of age, with words for pain from injury emerging first and reflecting the development of normal speech acquisition. The differences in verbal expressions in the context of minor illnesses and injuries suggest that children make a cognitive distinction between the origins and sensory aspects of pain. These findings can help parents, childcare and healthcare professionals to appreciate the early communication capabilities of young children and to engage in more effective pain assessment and management for young children. [source] Oral Communication Capabilities of Purchasing Managers: Measurement and TypologyJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 2 2006Rudolf O. Large SUMMARY As supply chain management (SCM) becomes increasingly important, the sharing of information and oral communication has also increased in significance. This has resulted in the need for an instrument to measure managers' oral communication capabilities. The main objectives of this paper are to identify the dimensions of the oral communication capability and to develop an instrument to measure this capability. To achieve these goals, a survey was conducted among German and Spanish buyers and supply managers. The results indicate that the oral communication capability construct has a second-order structure with three dimensions: the ability to pass on information, the ability to persuade and the ability to listen and understand. Based on these results, the Oral Communication Capability Self-test (OCCS) was developed. This study also investigates the typology of purchasing managers based on their oral communication capabilities. [source] Relay communications for Mars explorationINTERNATIONAL JOURNAL OF SATELLITE COMMUNICATIONS AND NETWORKING, Issue 2 2007Charles D. Edwards Telecommunication is an essential and challenging aspect of planetary exploration. For Mars landers, the constraints of mass, volume, power and energy typically limit their communications capabilities on the long-distance link back to Earth. By deploying relay spacecraft in Martian orbit, these landers can achieve much greater data return and can obtain contact opportunities at times when Earth is not in view. Currently, both NASA and European Space Agency (ESA) have pursued this strategy, deploying relay payloads on their Mars science orbiters. This relay infrastructure has significantly benefited the science return from the 2003 Mars Exploration Rovers and is poised to support the Phoenix Lander and Mars Science Laboratory missions later this decade. Longer-term plans call for continued growth in relay capability, greatly increasing data return from the Martian surface to enable exciting new Mars exploration concepts and advance our understanding of our planetary neighbour. Copyright © 2007 John Wiley & Sons, Ltd. [source] | |||||||||||||