The advent of sophisticated copying equipment has enhanced the significance of the carbon copy in organizational communication. The authors discuss the carbon copy both as an information tool and as a political device in administration and give managers guidelines on its use. (SJL)

Examines the effects of supervisors' and subordinates' ethnicity and sex on organizational communication, supervisory-rated performance, and job satisfaction. Identifies interactions between the sex of the supervisor and subordinate on communication and their ethnicity on supervisory-rated performance. There were limited impacts of sex and…

Analyzed communication diaries of 101 managers of Australian organizations. Results confirm prior research and add to the understanding of the relationship between 7 key demographic variables and 17 communication characteristics. Findings have implications for the way managers are trained and use their time. (PD)

A special report that guides organizers through the steps of cooperative planning--a process that is adaptable to a variety of situations ranging from diverse community activities to institutional reorganization. (Author/MLF)

A brief history of the activities and objectives of the Ad Hoc Joint Committee on International School Psychology (ISP), organized in 1972, is discussed. Objectives of ISP inlcude: establishing a newsletter; exchanging visits and information, and sponsoring panels, symposia, and international colloquia. (MH)

Successful team building depends on the presence of four fundamental concepts of group behavior: (1) shared knowledge, vocabulary, and level of sophistication; (2) shared territory; (3) similar status; and (4) shared access to communications networks. (SK)

Identifies 25 recent studies isolating communication skills related to the organizational context. The skills most frequently identified are listening, written communication, oral reporting, motivating/persuading, interpersonal skills, informational interviewing, and small group problem solving. (JMF)

Explores the dimensionality of the feedback construct, the relationships of feedback to individual performance and satisfaction, and the moderating effects of trust on these associations. Communication of performance appraisal information is found to be a more important correlate of satisfaction and performance for subordinates who express low…

Discusses aspects of group meetings including planning for chairing; possible formats for organizing sessions and facilitating group discussion and decision efforts; and alternative procedures for group problem-solving. Presents an example of how these formats and procedures can be used conjointly. (JMF)

Concerned with the nontechnical aspects of flow-charting library procedures, this article pays special attention to the communication process that takes place during such an analysis and suggests how flowcharts can describe, as accurately as possible, what takes place in a given library task. (Author/RAA)

Discusses the special problems of the purchasing department and how better business communication skills contribute to solutions. (RL)

Describes in detail an organizational consultation intervention designed to create a more effective learning atmosphere by improving intrastaff communication. This concrete description with emphasis on practical considerations is offered to stimulate programs of intervention at the organizational level. (Author)

Focuses on the semantic effects of collective bargaining in higher education, attempting to determine what the semantic reactions are to the language of the labor union as used by unversity faculty and to the language of industrial management as used by academic administrators. (GT)

Examines the potential for augmenting women's influence in male-dominated groups by increasing women's internal status (demonstrated competence). Suggests the use of internal status variables to alter patterns of interaction between men and women in decision-making contexts. (JMF)

Two models for planning activities in student personnel services are presented. One is highly centralized and the other incorporates planning in decision-making processes. The Office for Student Affairs at the University of Minnesota involves elements of both models in their approach to planning. (Author)