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9
Called “management by walking around,” two managers would literally walk around offices listening to the employees. This not only allowed the employees to talk to the managers, but also managers to be open to suggestions and opinions. Such communication allowed managers to communicate the overall objective of a project or task to the employees while the employees could work toward the object at their own pace. Due to such emphasis on objectives, the style later was called “management by objectives.” The term was coined by Peter Drucker in his landmark 1954 book, “The Practice of Management.” Instead of micro-managing the employees, telling them each step at the manager‟s pace, Hewlett and Packard allowed the employees to choose their procedure and take responsibility. By communicating objectives, not specific tasks, to the employees in face-to-face communication HP was able to keep its employees engaged. The effectiveness of such communication methods showed in the company‟s performance. In 1940, the company only had three employees with total revenue of $34,396. By 1949, the company had 166 employees outputting total revenue of $2.2 million. That is 5533% increase in number of employees and 6396% increase in revenue (HP, 2011). The managers‟ communication style was not the only factor accountable for the growth, but it is undeniable that the communication method played a significant role in growing the company, and still does today.
Such two-way communication methods are still in practice today at successful companies. For a manager or chief executive to walk around the office to chat with employees is not an unusual action. Any in-person meetings
Object Description
| Title | Intercultural internal communication: Engaging with multinational employees |
| Author | Lim, Chan S. |
| Author email | clim0927@gmail.com; chansoo_83@hotmail.com |
| Degree | Master of Arts |
| Document type | Thesis |
| Degree program | Public Relations |
| School | Annenberg School for Communication |
| Date defended/completed | 2011-04-01 |
| Date submitted | 2011 |
| Restricted until | Unrestricted |
| Date published | 2011-05-05 |
| Advisor (committee chair) | Floto, Jennifer D. |
| Advisor (committee member) |
Thorson, Kjerstin Pierson, Jillian |
| Abstract | Internal communication has evolved over the years from simple one-way communication to multi-directional communication; sources have gone online and it is now easy for employees to talk to one another with help of social media. People are relying on each other to provide and receive information which has eliminated sole information broadcasting. Now, communicators have more platforms and tools to explore in communicating with employees and having them communicate among themselves. Additionally, internal communication becomes more complicated once an employer goes multinational, bringing in different cultural traits. Language and cultural barriers start to form providing obstacles in communicating with each other. So, the role of what the author deems “cultural translators” becomes important. To support this notion, the paper also reviews three multinational companies, NHN USA, PEAK Sports USA and Novartis Oncology. |
| Keyword | intercultural communication; Internal communication; public relations |
| Geographic subject (country) | USA |
| Coverage date | 1995/2010 |
| Language | English |
| Part of collection | University of Southern California dissertations and theses |
| Publisher (of the original version) | University of Southern California |
| Place of publication (of the original version) | Los Angeles, California |
| Publisher (of the digital version) | University of Southern California. Libraries |
| Provenance | Electronically uploaded by the author |
| Type | texts |
| Legacy record ID | usctheses-m3876 |
| Contributing entity | University of Southern California |
| Rights | Lim, Chan S. |
| Repository name | Libraries, University of Southern California |
| Repository address | Los Angeles, California |
| Repository email | cisadmin@lib.usc.edu |
| Filename | etd-Lim-4478 |
| Archival file | uscthesesreloadpub_Volume26/etd-Lim-4478.pdf |
Description
| Title | Page 14 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 9 Called “management by walking around,” two managers would literally walk around offices listening to the employees. This not only allowed the employees to talk to the managers, but also managers to be open to suggestions and opinions. Such communication allowed managers to communicate the overall objective of a project or task to the employees while the employees could work toward the object at their own pace. Due to such emphasis on objectives, the style later was called “management by objectives.” The term was coined by Peter Drucker in his landmark 1954 book, “The Practice of Management.” Instead of micro-managing the employees, telling them each step at the manager‟s pace, Hewlett and Packard allowed the employees to choose their procedure and take responsibility. By communicating objectives, not specific tasks, to the employees in face-to-face communication HP was able to keep its employees engaged. The effectiveness of such communication methods showed in the company‟s performance. In 1940, the company only had three employees with total revenue of $34,396. By 1949, the company had 166 employees outputting total revenue of $2.2 million. That is 5533% increase in number of employees and 6396% increase in revenue (HP, 2011). The managers‟ communication style was not the only factor accountable for the growth, but it is undeniable that the communication method played a significant role in growing the company, and still does today. Such two-way communication methods are still in practice today at successful companies. For a manager or chief executive to walk around the office to chat with employees is not an unusual action. Any in-person meetings |
