You are here

Home » Content

Investigating the Role of Interpersonal Communication on Academic staff – The Case of Public Universities in Bahrain

Journal Name:

  • International Journal of Science and Engineering Investigations

Publication Year:

  • 2012

Key Words:

Author Name
Abstract (2. Language): 
Purpose: To examine and assess academic staff communication skills and listening habits in an attempt to evaluate and asses their communication and listening skills and point out problems. Research Methodology: This article is a survey research using quantitative research methodology in investigating motives for communicating and listening habits among academic staff. Findings: The research findings revealed strong communication and feedback skills among teaching faculty. They also reflected good listening habits in listening to the speaker whether they were colleagues or students, without a lot of interruptions as well as allowing the speaker to express their viewpoints. No major problems were detected, as a very small percentage of the respondents interrupted speakers or judged others from the appearance. Research implications: enhancing listening and communication skills from a need to encourage a healthier classroom environment as well as academic life. This goes beyond knowledge management; it involves people and human relations and the process of creating a stronger bond. In addition, communication skills can be enhanced through a series of training and workshops aimed at tapping into verbal and nonverbal communication as well as listening and feedback skills. Finally, the investigation serves as a context for evaluating interpersonal skills in the two public universities in Bahrain. Originality and value: the study is the first study conducted in such educational institutions. Therefore, it would be of great value to have an insight in the academic minds, improving their communication ties as well as motivation.
Bookmark/Search this post with
FULL TEXT (PDF): 
PDF icon arastirmax-investigating-role-interpersonal-communication-academic-staff-case-public-universities-bahrain.pdf
  • 4
49-57
  • English

REFERENCES

References: 

[1] Allen, Geremy S.,Attner, Raymond F.& Plunkett, Warren R. (2007).
Management, South Western Publication.
[2] Anderson,Caroly,& Martin, M. (July 1995). Why Employees Speak to
Coworkers and Bosses: Motives Gender, and organizational Satisfaction,
Journal of Business Communication.
[3] Baker,M.A. (1991). Gender and Verbal Communication in Professional
Settings, A Review of Research. Management Communication
Quarterly,vol 5, pp.36-63.
[4] Bedeian,Arthur G. (1986). Management, USA, CBS College
Publishing, The Dryden Press.
[5] Brill, L. Peter & Worth, Richard (1997). The Four Levers of Corporate
Change, American Management Association.
[6] Cohen, David (2002). Body Language, What You Need to Know, UK,
Sheldon Press.
[7] Cooper, Donald R. & Emory, William (1995). Business Research
Methods, USA, IRWIN Inc, 5th edition.
[8] Downs, C. W.; Clampitt, P.G. & Pfeiffer, A. L. (1988). Communication
and Organizational Outcomes, Handbook of Organizational
Comunication, Boston, MA, Allyn & Bacon.
[9] Davidmann, Manfred (2006). Using Words to Communicate
Effectively. Online (http://www.solhaam.org/articles/words.html).
[10] Dubrin, Andrew J. (1994). Applying Psychology, Individual and
Organizational Effectiveness, USA, Prentice Hall, Upper Saddle River,
4th edition.
[11] Dubrin, Andrew J. (1992). Human Relations, A Job Oriented Approach,
USA, Prentice Hall, 5th edition.
[12] Goleman, D. (1999) Working With Emotional Intelligence, London, UK,
Bloomsbury Publishing.
[13] Graham, E.; Barbato, C.A & Porse, E.M (1993). The Interpersonal
Communication Motives Model, Communication Quarterly, 41, pp.172-186.
[14] Gray, Jerry L. & Starke L. (1984). Organizational Behavior, Concepts
and Applications, USA, Bell & Howell Co., 3rd edition.
[15] Greenberg, Jerald (2009). Managing Behavior in Organizations, Science
in Service to Practice, USA, Prentice Hall, 5
th
edition.
[16] Hein, S. (1996) EQ For Everybody, A Practical Guide to Emotional
Intelligence, 1
st
edition, Florida, USA, Aristotle Press.
[17] Hetch, M.L. (1978). The Conceptualization and Measurement of
Interpersonal Communication Satisfaction, Human Communication
Research, vol. 4, No. 4.
[18] Hitt, Michael R., Ireland Duane & Hoskisson, Robert E. (2006).
Strategic Management, South West Publishing.
[19] Hodgetts, Richard M. (1993). Modern Human Relations at Work,
International edition, USA, The Dryden Press.
[20] Hofstede, Geert (1984). Cultures's Consequences, International
Differences in Work-related values, Cross-cultural research and
methodology series, USA, Sage Publications, vol. 5.
[21] Moorhead, Gregory & Griffin, Ricky W. (2010). Organizational
Behavior, Managing People and Organizations, 9
th
edition, USA, South
Western, Cengage Learning.
[22] Newstrom, John W. & Davis, Keith (2006). Organizational Behavior,
Human Behavior at Work, Irwin Professional Publishers, 12th edition.
[23] Ober, Scot J. (2007). Contemporary Business Communication,
SouthWestern College Publication, 7th edition.
[24] Pearce, Terry (2003). Leading Out Loud, Inspiring Change Through
Authentic Communication. Foreword by David S. Pottruck. California,
USA, Jossey Bass.
[25] Rubin, R.; Perse, E. & Barbato, C. (1988). Conceptualization and
Measurement of Interpersonal Communication Motives, Human
Communication Research, vol 14, No. 4, pp.602-628.
[26] Schermerhorn Jr. John R. (2007). Exploring Management in Modules,
USA, John Wiley & Sons.
[27] Torrington, Derek & Weightman, Jane (1994). Effective Management,
People and Organization, UK, Prentice Hall, 2nd edition.
[28] Communication Association, vol 53, No.1, pp. 57-70, Feb.
[29] Williams, Frederick (1989). The New Communication, USA,
Wadsworth Publishing Co., 2nd edition.

Thank you for copying data from http://www.arastirmax.com