Abstract
128 middle-managers working for 1 different organisations supplied data about their communications with different persons in their organization. From this data measures were developed for each manager of (a the frequency of his scheduled (formal) communications, and (b) the frequency of his unscheduled (informal) communications with superiors (upward communication), with peers (horizontal communication) and with subordinates (downward communication). Significantly positive relations were formed between unscheduled communications and job satisfaction, especially horizontal communication None of the relations between scheduled or unscheduled communications and job performance were significant
Publisher
University of Johannesburg
Reference31 articles.
1. BARNARD, C 1938: The functions of the executive. Cambridge, Massachusetts: Harvard University Press.
2. BAVELAS, A& BARRETT, D 1951: An experimental approach to organizational communication. Personnel, 27 367-371.
3. BERKOWITZ, N & BENNIS, W 1961: Interaction patterns in formal service-orientated organizations Administrative Science Quarterly, 6:25-50.
4. https://doi.org/10.2307/2390739
5. BLAU, P & SCOTT, W 1970: Formal organizations: a comparative approach. San Francisco, California: Chandler.