Reviews six corporate histories more as documents of organizational culture than as objective histories to ascertain their value in organizational communication studies. (PD)

Examines how consumers, corporate bodies, and employees communicate about quality. Presents eight summary statements about quality based on descriptions, derived definitions, and interpretations given by consumers, corporate histories, and personnel employed in a variety of corporate settings. (MM)

Explores a model of supervisors' communication behavior from the subordinate's perspective. Tests a hypotheses about which perceived supervisory styles are associated with the least and the most subordinates' satisfaction and organizational commitment. Finds that verbal aggressiveness is especially potent in explaining variability in satisfaction…

Supported the hypothesis that the more employees perceive their supervisors as high in argumentativeness and low in verbal aggressiveness, the more the subordinates also will be argumentative (i.e., assertive) and have job satisfaction. (PD)

Reports on the investigation of superior-subordinate dyads to determine relations among perceptions and meta perceptions of selected traits, subordinate participation in decision making, degree of supervision, and after hours work. (JMF)

Investigates subordinates' communication styles and superiors' satisfaction with subordinates from the perspective of the superior. Finds that when superiors were very satisfied with subordinates they perceived them as (1) friendly, relaxed, and attentive communicators; (2) lacking in verbal aggressiveness; and (3) high in argumentativeness. (MS)

Studies the communicator styles of superiors and subordinates who rank high in argumentativeness and low in verbal aggressiveness. Claims that corporate productivity is enhanced when organizations nurture employee independent-mindedness, and that an argumentative, low verbally aggressive organizational communication climate creates the freedom…