Organizational Communication Commons^™

University Of Nebraska Board Of Regents Policies, Contains Amendments Through April 10, 2015, University Of Nebraska Board Of Regents

University of Nebraska Board of Regents: Policies, Acts, and Other Materials

First section:

RP-1.1.1 Direct Responsibilities of the Board Under the constitution and statutes of the State of Nebraska, the Board of Regents has the authority and the responsibility for the general government of the University of Nebraska. It must exercise general supervision over all elements of the University and control and direction of all expenditures and establish the general operating policies of the institution. To assist it in the discharge of its responsibilities, the Board of Regents employs a staff and faculty who have the professional competence to develop and operate the University's programs. The Board delegates, through its Bylaws …

An Examination Of Governmental And Nongovernmental Organizations In Nepal: A Partnership In Managing And Eliminating Waste In The Solukhumbu, Kristen Kelliher

Independent Study Project (ISP) Collection

This study, examined whether governmental organizations and nongovernmental organizations in Nepal can effectively work together on eliminating trash and establishing waste management systems in the Solukhumbu region. Historically, the overwhelming presence of discarded items has detracted from tourists’ enjoyment of the Himalayas as well as caused severe environmental ramifications. In the last twenty years however, NGOs and GOs have begun to work together to address these issues and this project looks at whether their working relationship is effective as they often have different objectives and methodology for reaching those goals. Conducting ten personal interviews, visiting GOs and NGOs in Sagarmatha …

Standing Rules Of The Board Of Regents Of The University Of Nebraska, As Adopted July 18, 2014, University Of Nebraska Board Of Regents

University of Nebraska Board of Regents: Policies, Acts, and Other Materials

SECTION 1. Structure of the Board

SECTION 2. Meetings of the Board

SECTION 3. Agenda for Board Meetings

SECTION 4. Conduct of Board Meetings

SECTION 5. Appearances Before the Board

SECTION 6. Records of the Board

SECTION 7. Waiver of and Amendments to Standing Rules of the Board

SECTION 8. Reference Guide for Board Meetings

SECTION 9. Expenses

SECTION 10. Board Member Requests for Reports

Lessons From Lived Experience: From Fresh Insights To Effective Action, Lisa Deangelis, Maureen A. Scully, Andrea Wight

Emerging Leaders Program Team Projects

The 34 fellows in the 2014 Emerging Leaders Program worked with community partners to generate the theme, “Learning from Lived Experience: From fresh insights to effective action." Each year, the projects draw upon a theme or lesson from the prior year. Last year and this year, fellows saw how the lived experiences of both their stakeholders and themselves generated nuanced and appropriate approaches to problem-solving. The fellows worked with six community partners, giving their time and professional skills to understand how to frame complex social challenges, engage new partners and resources, and sharpen strategic plans. They conducted surveys, interviews, open …

Bylaws Of The Board Of Regents Of The University Of Nebraska, Contains Amendments Through May 30, 2014, University Of Nebraska Board Of Regents

University of Nebraska Board of Regents: Policies, Acts, and Other Materials

Excerpt from 1.2 of the University of Nebraska Board of Regents Bylaws (with amendments through May 30, 2014):

1.2 The Board of Regents of the University of Nebraska. The Board of Regents of the University of Nebraska, a body corporate created by the people of Nebraska through the Constitution, has constitutional and statutory power for general supervision over all elements of the University, control and direction of all expenditures, and for general operating policies of the University. The Board of Regents consists of eight elected members, who are elected for six-year terms, and four nonvoting Student Regents, as provided in …

Improv To Improve Interprofessional Communication, Team Building, Patient Safety, And Patient Satisfaction, Candace A. Campbell

Doctor of Nursing Practice (DNP) Projects

The purpose of this process improvement project was to implement a test of change within a healthcare team utilizing applied improvisational exercises (AIEs), and to lay the groundwork for more effective inter- and intra-professional communication.

Literature review: AIEs have been shown to facilitate individual participant communication strengths through a process of un-learning certain common behavioral habits, and learning new habits that assist in creating and expanding closed-loop communication. Such un-learning and learning enriches the participant’s awareness of the environment and encourages participant adaptability through positive group interactions.

Method: An all-day AIE seminar/workshop was conducted with members of two healthcare teams …

Aesthetically Designed Maps: Development And Perception, Catherine Wang

Graphic Communication

This research explored the creative element of subway map creation in light of its effectiveness. Printed subway maps, used often for metropolitan cities and areas, are limited in physical dimension and scale, carrying minimal information. The New York, San Francisco Bay Area, Tokyo, Paris, London and Moscow subway maps highlight similar design and abstraction that fulfill the basic necessary elements for subway patrons. Over the years since the first metro map for each city was created, maps have become more simplified by removing physical land features and reference points to make way for expanding and new subway lines, stations, and …

Improving Professional Skills Through Adversity: A Phenomenological Study Of Mergers And Acquisitions, Randy Anita Rutledge

Department of Conflict Resolution Studies Theses and Dissertations

Company mergers and acquisitions often create tremendous conflict for employees because they force them into a spiral of organizational change. In this environment, employees are challenged with redefining themselves within a new organization. The purpose of this phenomenological study was to discover and explain the particular conflict experiences of professional employees who experienced the merger and acquisition of their company. A phenomenological research study was conducted to discover and describe the shared conflict experiences of professional employees during the merger and acquisition of their consulting firm. Semi-structured in-depth interviews were conducted with 17 self-identified professional employees. It was found through …

Communication At Superfund Sites And The Reification Of Division: Toward A Convergence-Building Model Of Risk Communication, Anna G. Hoover

Theses and Dissertations--Communication

This case study evaluates government communication practices at Superfund sites. I describe agency communication practices in Superfund communities, paying particular attention to the U.S. Environmental Protection Agency's

Seven Cardinal Rules of Risk Communication and its role as a model for federal agencies engaged at these sites. Situating the study within a theoretical milieu that includes sensemaking and symbolic interactionism, I examine whether current practices deepen divisions among stakeholders, reducing the possibility for communicative convergence.

I implement textual analysis and narrative inquiry to examine written and spoken communication about the Paducah Gaseous Diffusion Plant National Priorities List Superfund site. Through …

Ua51/1 Collections & Connections, Jennifer Wilson

Collections & Connections

This is the Fall-Winter 2012-13 issue of the bi-annual newsletter of the University Libraries at Western Kentucky University. This issue introduces the new Dean of WKU Libraries Connie Foster; a new Library System Office; a new service of iPad lending; and the on-going project of The Commons at Cravens, a brand new one-stop library service point where patrons can check out library materials and get professional help from the librarians and trained tech people in the same place. This issue features several award recipients, namely, the SOKY Book Fest, which has received Commendation from the KY School Media Association; Jim …

Psychological Net Worth: Finding The Balance Between Psychological Capital And Psychological Debt, Michele L. Millard

Department of Agricultural Leadership, Education, and Communication: Dissertations, Theses, and Student Research

This multi-level study examined a proposed framework of psychological net worth that builds on the current psychological capital conceptualization of positive psychological assets provided to an organization by articulating the construct of psychological debt or those psychological liabilities in an organization. By describing psychological debt as a collection of negative attributes that occur at the individual level for individuals that hamper productivity, morale, and effectiveness in organizations, this framework of psychological net worth proposes the need to create a psychological balance sheet of psychological capital and debt. Psychological debt is described using the dimension of emotional labor, job insecurity, job …

Program Evaluation: Bureau Of Reclamation, Lower Colorado Region Business Lines And Focus Areas “Water Drop” Project, Adriana Vanbuskirk, Marion Biron, Kris Kirby, Theodore Anderson

UNLV Theses, Dissertations, Professional Papers, and Capstones

This paper examines how familiar Bureau of Reclamation employees in the Lower Colorado Region are with the region’s goals and priorities and how well they understand their individual role in relationship to those goals and priorities. It also analyzes the effectiveness of the communication strategies in place to communicate the goals and priorities of the organization.

Strategic Recovery Requires Leadership, Christine G. Springer

Public Policy and Leadership Faculty Research

As public managers work toward a successful recovery post-midyear elections, we all must deal with system-wide problems arising from the recession. This requires first recognizing that the crisis continues and must be addressed not just by increasing revenue but by fixing system-wide structural and operational issues.

To do so involves developing the skills required in a recovery, identifying the causes of the crisis so that future crises can be better managed and concentrating on the key areas of leadership expertise needed to effectively communicate and deliver better outcomes.

Antecedents Of Servant Leadership: A Mixed Methods Study, Curtis D. Beck

Department of Agricultural Leadership, Education, and Communication: Dissertations, Theses, and Student Research

The purpose of this mixed methods study was to explore the antecedents of servant leadership. The sequential explanatory research design consisted of two distinct phases: quantitative followed by qualitative. The Phase One quantitative survey collected data from 499 leaders and 630 raters from community leadership programs in the United States using the Servant Leadership Questionnaire (Barbuto & Wheeler, 2006). During Phase Two, selected leaders from phase one (N = 12) were interviewed to explain those results in more depth. The data were coded and analyzed for possible themes. Triangulation was used to analyze the quantitative and qualitative data to validate …

Nonprofit Leadership. Introduction: Miracle Workers At The Helm. New Ways Of Exercising Leadership, Kristen Mccormack

New England Journal of Public Policy

Leading a nonprofit organization in today’s world requires nothing less than a miracle worker at the helm. That could be the conclusion one might draw from reading the literature on the traits, skills, and characteristics required to lead a nonprofit organization. Today’s leaders should be honest, competent, forward looking, and inspiring as well as intelligent, fair-minded, broad-minded, courageous, straightforward, and imaginative. Leaders should be of high integrity, dedicated, magnanimous, humble, open, and creative while energizing others. Able to cope with change, leaders must establish direction, align people, motivate, and inspire while effectively communicating their story. He or she must be …

Strategic Management Of Three Critical Levels Of Risk, Christine G. Springer

Public Policy and Leadership Faculty Research

The financial crisis that erupted in 2007 revealed a major gap in the management systems of government and business. For the most part, governments focused on revenue growth, productivity, cost control and quality. There were many interrelated factors involved with the failures but two in particular stand out in my mind: a failure to explicitly account for risk when formulating organizational strategies and a failure to monitor and manage the risks that they had identified and assumed. Organizations face many different types of risk but often they can be categorized into three types based upon their predictability, controllability and management. …

Managing In A Time Of Crisis, Christine G. Springer

Public Policy and Leadership Faculty Research

Some managers shine during a major crisis, while others don’t. As a strategic manager, one must follow a comprehensive protocol that includes the implementation of teams, systems and tools to respond to a crisis. It also requires having an action plan in place to react quickly, manage rumors and respond to victims and stakeholders sincerely while recovering from the crises’ impact. It starts with being willing to ask and answer important questions like: What is the worst that could happen? It then requires addressing how to plan for and avert crises by securing the workplace and the proper management of …

Transition Teams Matter, Christine G. Springer

Public Policy and Leadership Faculty Research

As President-elect Obama comes to office, his administration faces daunting challenges and yet many expect that his diverse team of cabinet appointees may serve as a model for future transitions. In order for this administration to be truly successful, more is required. There must be functional teams in place not only at the cabinet level but also at the public administration level within each agency that operate according to clearly defined decision-making protocols and understand what they are accountable for and are willing to own the results achieved. This requires leadership, team skill and an alignment process so that progress …

Emergency Managers As Change Agents, Christine G. Springer

Public Policy and Leadership Faculty Research

Since 2001, FEMA and others have been defining and refining competencies for emergency management professionals. In so doing, they have addressed directly and indirectly the qualities of leaders. We know that leadership is not a person or a position. It is a complex relationship between people, based on trust, obligation, commitment, emotion, and a shared vision of the good. We also know that transformational or change-based leadership has become an organizational necessity given the fact that emergency management as a profession is just now coming into its own and emergency management jobs are not traditional in terms of the how, …

Organizational Credibility Counts, Christine G. Springer

Public Policy and Leadership Faculty Research

As economic stressors increase and voting participation decreases, it is important for public administrators to find ways to minimize the negative consequences of distrust in government and to rebuild credibility by making the necessary changes to organizational culture, improving business practices, working with the media to build new more positive relationships, and by accentuating the good news about progress made. Events like Hurricane Katrina tragically teach us how long lasting one negative event can truly be because it is truly a disaster not only for those directly affected but also for those indirectly involved due to its negative affect on …

Strategic Management Of Crises, Christine G. Springer

Public Policy and Leadership Faculty Research

The article discusses the duties and responsibilities of managers in assessing workplace threats. Managers should care when someone causes harm in the workplace. It is a duty of the managers to warn through a collaborative discussion about the advantages or drawbacks in a small group meeting. It is also an obligation of managers to act when an employee indicates that he or she is being harassed or threatened.

Social Entrepreneurship In The Practice Of Deliberation And Dialogue, Roger A. Lohmann

Faculty & Staff Scholarship

Advocates of public deliberation and sustained dialogue, like other change agents, often embrace roles as social entrepreneurs and engage in entrepreneurial efforts in promoting their cause. In particular, this may involve locating the resources necessary to establish and engage in programs of D & D, seeking to establish the costs and benefits of such programs, and furthering research into their effectiveness.

Deliberation And Dialogue In The Pracademic Commons, Roger A. Lohmann

Faculty & Staff Scholarship

There is a strong connection between deliberation and dialogue and commons theory Deliberative activity generally takes place within group settings that approximate the defining conditions of a commons. In addition, social capital, in the form of trust and a sense of mutuality, and construction of a new or reconstituted normative outlook typically result from successful deliberation and dialogue efforts. This poses several lessons for the practice of the practice of such discussions.

Managing Through Strategic Agendas, Christine G. Springer

Public Policy and Leadership Faculty Research

The author discusses the development of the Balanced Scorecard and strategic agendas on solving social and economic problems by the government. She stated reasons why organizations or countries choose to establish strategic agendas, such as it helps develop a vision, serves as a framework for monitoring government and nonprofit performance, and develops political platform. She concluded that its establishment is vital to success in developing countries and in the federal system of government.

Making The Message Matter, Christine G. Springer

Public Policy and Leadership Faculty Research

The article provides tips on how to make effective communication in business and political office. According to the author, speakers should be sincere and consistent in delivering their messages to ensure that the public has grasped the given information. It also mentions the need to use sound and texture to make the message more memorable and inspiring.

Taking The Time To Rebuild Trust In Government, Christine G. Springer

Public Policy and Leadership Faculty Research

The author reflects on the importance of trust. She stated that trust is more significant than ever to public managers as trust in the government ebbs. It is important to public managers because it directly impacts the speed and cost of getting things done. Moreover, she considers command and control management and downsizing and reengineering as threats to any trust infrastructure.

Do We Stand On Common Ground? A Threat Appraisal Model For Terror Alerts Issued By The Department Of Homeland Security, Augustine Pang, Jin Yan, Glen T. Cameron

Research Collection Lee Kong Chian School Of Business

The fabric and faces of threat, and the expediency and efficiency in the communication of threat, are examined with a threat appraisal model. This model is empirically tested on an ongoing communication challenge, the issuance of terror alerts by the United States' Department of Homeland Security (DHS), focusing on how threat is appraised by both the conservative and liberal audiences. Findings showed a shared view by the DHS and conservative audiences on the levels and nature of threats; liberal audiences thought otherwise. Though there appeared to be a consensus between the conservative and liberal audiences on the efficacy of threat …

Managing Conflict To Build Consensus, Christine G. Springer

Public Policy and Leadership Faculty Research

The article discusses views on dealing with conflict to build consensus in strategic management. Fostering conflict to improve decision making while building consensus so essential to effective implementation demands the stimulation of debate, keeping conflict constructive, ascertaining that the process is fair and legitimate and being able to reach closure.

Public Safety Communications Center Staffing: Do We Have An Emergency?, Steven L. Herrin

UNLV Theses, Dissertations, Professional Papers, and Capstones

The 911 Public Safety Communications Specialist, operator, call taker, dispatcher, or whatever title these behind-the-scenes professionals operate under, they are indeed, the first public safety responder. Whether it is for police protection during criminal activity, fire extinguishment to save a burning house and rescue the victims, or paramedic treatment to remediate a life-threatening medical incident, the first contact the vast majority of these callers will have is with the 911 System.

Dr. Jeff Clawson, president of the National Academies of Emergency Dispatch, and creator of the Medical Priority Dispatch System (MPDS) first coined the term “first, first responder”1 to describe …

Ua12/8 Annual Crime Awareness & Campus Security Report, Wku Police

WKU Administration Documents

A statement of current campus policies regarding procedures for students and others to report criminal actions or other emergencies occurring on campus and policies concerning the institution's response to such reports. Includes statistics on the types of crimes which were reported from 2001-2003.