Notes that it is essential that business organizations establish organizational systems that require satisfactory ethical business behaviors from everyone concerned, regardless of differences in personal outlooks. Outlines what needs to be done in order to effectively teach business ethics. (SG)

Analyzes an apologetic exchange between General Motors (GM) and NBC in 1992-93 over the safety of GM's C/K trucks. Concludes that NBC and GM used "kategoria-based apologiae," a heavy-handed strategy, in their interchange, but that, when used correctly, the strategy can be an important resource in challenging inaccurate and/or misleading…

Employs N. Fairclough's model of critical discourse analysis to explore the roles that public relations practitioners play in discursive struggles. Analyzes the discursive practices employed by practitioners in the research, redesign, and training phases of discourse transformation--transformations that emerge from discursive struggles engaged in…

Nine focus groups of University of Florida faculty, staff, and students (n=79) provided comments on the university's Web site. Resulting suggestions for effective sites involved design/aesthetics (menu bar, structure, graphics), content (balance, timeliness), and interactivity (search engine, feedback mechanism). (SK)

Presents an interview with Kit Dunn, a specialist in school district information services, about the importance of communication with the community, especially concerning school bond referenda. (EV)

Describes two interpretive methodological directions available to organizational assessors: textual analysis, or hermeneutics; and ethnomethodology. Explains that to apply these methods, assessment of organizational symbols in messages requires emphasis on three types of data: researcher observations; member responses; and transcripts of…

Links the notion of "centering communication" to a recent conference theme, "Translating Our Scholarship Into Practice." Begins with some cursory observations about how the theory-practice relationship tends to play out in the organizational communication field. Poses some questions that might steer educators to revise it. (SG)

Argues that cultural diversity can be advantageous or detrimental for organizations depending on organization members' communication. Introduces three forms of communication (ethnocentric, modernistic and cosmopolitan) explored by W. Barnett Pearce, each of which differs in deeply held assumptions. Overviews the implications of cosmopolitan…

School communications are becoming increasingly sensitive and complex. Although research identifies several purposes for communications, there is little agreement on a common definition or best methods to increase effectiveness. This article explores communication methods currently being used by South Carolina superintendents and implications of…

Uses 20 years of research on organizing as a way of viewing current research efforts and of laying a foundation for future efforts. Compares organizational adjustments to jazz improvisations. Argues that, because of the relationship between organizational quality and criticism, there is no need for the additional trappings of hierarchy, rules,…

Argues that issues management is a robust contribution to the public relations discipline. Offers additional rationale for empowering public relations practitioners by involving them in strategic planning, making them responsible for issue scanning and monitoring, integrating their advice into standards of corporate social responsibility, and…

Identifies the lack of a common conceptual grounding in education, theory, and ideology as three critical factors missing in issues management. Suggests this lack leads to the failure of organizations to communicate readily how they and their leadership stand on crucial concerns. (KEH)

Argues that an understanding of the cyclical development of an issue is critical to effective issues management. Illustrates how an issue evolves in a predictable manner, originating from trends and developing through four identifiable stages. Emphasizes the organization's advantages in systematically managing its response to this process. (KEH)

Describes the RADIAL model, an approach to in-house organizational communication training, which (1) tailors communication topics to meet specific and changing industry needs; (2) places the training function in the hands of organizational members themselves; and (3) facilitates the transfer of skills from the classroom to the workplace. (SR)

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)