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Essay / Research Paper Abstract
This 12 page paper examines managerial communication in the aeronautical industry with particular attention on the Challenger disaster. Bibliography lists 11 sources.
Page Count:
12 pages (~225 words per page)
File: D0_HVManCom.rtf
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Unformatted sample text from the term paper:
monetary loss, even injury or death. This paper examines managerial communication in the aeronautical industry. A Note on the Research Extensive searches using terms such as "effective managerial communication AND
aeronautical industry" or "managerial communication AND aeronautics" and similar parameters returned nothing usable, either on the Internet itself or in various library databases (journals and magazines). This suggests that there
has been little work done specifically concentrating on managerial communications within the aeronautics industry. That does not mean such a report or article doesnt exist, simply that a great deal
of research has not revealed a source that is presented in precisely those terms. It would seem that the logical course of action is to examine what is meant by
the term "effective managerial communication," for which there were several articles, and then consider how it can be applied to the aeronautical industry. We should also consider what is meant
by the term "aeronautical industry" as well. Effective Managerial Communication According to several sources, effective managerial communication is an entity unto itself, and is so important that studies are undertaken
on this subject alone. According to one article, managerial communication is no longer limited to "corporate presentations, meetings, conferences, media relations, [and] official correspondences like business letters, memos, proposals and
reports" (Subramanian, 2006, p. 1). It now includes things like the Internet, teleconferencing and other high tech communication methods (Subramanian, 2006). But another large part of communication is informal; there
is far more informal communication in the workplace than there is formal: People at work "spend between 25 per cent to 70 per cent in face-to-face conversations, and about 88
per cent to 93 per cent in unscheduled communication," which means that a majority of such communication is informal (Subramanian, 2006, p. 1). This type of informality is a two-edged
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