Research has shown that the relationships employees have with their supervisors or managers is one element that may influence employee engagement and retention (Reina et al., 2018). As part of building a positive relationship, communication may be a key factor of influence (Divleli & Ergun, 2015). In today’s workplace, supervisors are often using technology to communicate with their direct reports. With the increasing use of technology to communicate there could be influences on the perceived relationship employees have with their managers (Colbert et al., 2016). As an example, some studies have shown that lesser rich technology media that are in written format, such as email and text messages, may be less effective in augmenting quality interactions (Colbert et al., 2016; Mackenzie, 2010; Stich et al., 2018). There are leadership theories that describe differences in styles that influence effective supervision. The full range leadership model provides a hierarchy of leadership styles that offer different approaches toward supervision (Bass & Avolio, 1994). Specifically, within the full range leadership model, the transformational leadership style may be an effective approach toward engaging employees (Antonakis et al., 2003) that could also be influenced by technology media (Hambley et al., 2007). The purpose of this convergent mixed methods study was to describe the perception of how media richness, when using technology to communicate, influences the relationship direct reports have with their supervisors. To address the research question, a survey was used with a sample of direct reports who frequently receive communication from their supervisors in different formats. The results from the study suggest that technology media influences the perceived relationship between direct reports and their supervisors. According to the results of this study, technology media may be especially helpful in bolstering the availability of supervisors which may positively influence other elements of the supervisory relationship. The results further suggest that it may be important for all leaders to choose technology media that is personalized and preferred by the employee while also using the most effective media for the type of message. Finally, leaders should understand the concerns that employees may have around privacy and overuse of technology media.

The revised Fourth Edition of The SAGE Handbook of Interpersonal Communication delivers a clear, comprehensive, and exciting overview of the field of interpersonal communication. It offers graduate students and faculty an important, state-of-the-art reference work in which well-known experts summarize theory and current research. The editors also explore key issues in the field, including personal relationships, computer-mediated communication, language, personality, skills, nonverbal communication, and communication across a person′s life span. This updated handbook covers a wide range of established and emerging topics, including: Biological and Physiological Processes Qualitative and Quantitative Methods for Studying Interpersonal Communication Interpersonal Communication in Work, Family, Intercultural, and Health Contexts Supportive and Divisive Transactions Social Networks Editors Mark L. Knapp and John A. Daly have significantly contributed to the field of interpersonal communication with this important reference work—a must-have for students and scholars.

Marcus Heidmann explores the role of management accounting systems (MAS) in strategic sensemaking. Based on cognitive theories, the author defines strategic sensemaking as a learning process with observation, interpretation, and communication as the relevant process steps on the individual level. He illustrates the impact of MAS on these cognitive processes by an exploratory multiple-case study design.

In discussing a management topic, scholars, educators, practitioners, and the media often toss out the name of a theorist (Taylor, Simon, Weber) or make a sideways reference to a particular theory (bureaucracy, total quality management, groupthink) and move on, as if assuming their audience possesses the necessary background to appreciate and integrate the reference. This is often far from the case. Individuals are frequently forced to seek out a hodgepodge of sources varying in quality and presentation to provide an overview of a particular idea. This work is designed to serve as a core reference for anyone interested in the essentials of contemporary management theory. Drawing together a team of international scholars, it examines the global landscape of the key theories and the theorists behind them, presenting them in the context needed to understand their strengths and weaknesses to thoughtfully apply them. In addition to interpretations of long-established theories, it also offers essays on cutting-edge research as one might find in a handbook. And, like an unabridged dictionary, it provides concise, to-the-point definitions of key concepts, ideas, schools, and figures. Features and Benefits: Two volumes containing over 280 signed entries provide users with the most authoritative and thorough reference resources available on management theory, both in terms of breadth and depth of coverage. Standardized presentation format, organized into categories based on validity and importance, structures entries so that readers can assess the fundamentals, evolution, and impact of theories. To ease navigation between and among related entries, a Reader’s Guide groups entries thematically and each entry is followed by Cross-References. In the electronic version, the Reader’s Guide combines with the Cross-References and a detailed Index to provide robust search-and-browse capabilities. An appendix with a Chronology of Management Theory allows readers to easily chart directions and trends in thought and theory from early times to the present. An appendix with Central Management Insights allows readers to easily understand, compare, and apply major theoretical messages of the field. Suggestions for Further Reading at the end of each entry guide readers to sources for more detailed research and discussion. Key themes include: Nature of Management Managing People, Personality, and Perception Managing Motivation Managing Interactions Managing Groups Managing Organizations Managing Environments Strategic Management Human Resources Management International Management and Diversity Managerial Decision Making, Ethics, and Creativity Management Education, Research, and Consulting Management of Operations, Quality, and Information Systems Management of Entrepreneurship Management of Learning and Change Management of Technology and Innovation Management and Leadership Management and Social / Environmental Issues PLUS: Appendix of Chronology of Management Theory PLUS: Appendix of Central Management Insights

Experts from across all industrial-organizational (IO) psychology describe how increasingly rapid technological change has affected the field. In each chapter, authors describe how this has altered the meaning of IO research within a particular subdomain and what steps must be taken to avoid IO research from becoming obsolete. This Handbook presents a forward-looking review of IO psychology's understanding of both workplace technology and how technology is used in IO research methods. Using interdisciplinary perspectives to further this understanding and serving as a focal text from which this research will grow, it tackles three main questions facing the field. First, how has technology affected IO psychological theory and practice to date? Second, given the current trends in both research and practice, could IO psychological theories be rendered obsolete? Third, what are the highest priorities for both research and practice to ensure IO psychology remains appropriately engaged with technology moving forward?

Change is relentless, disruptive, and unavoidable. To manage organizations today, executives need new ways to look at the world, their companies, their jobs and, most importantly, the people who report to them. Sims sees these as the prime requisites for success in management today: an ability to feel comfortable with ambiguity, with constant and increasingly demanding change, with a new, unique commitment to teams and teamwork, and with a willingness to stay customer-oriented. Marshalling his evidence from academic research and practical experience, Sims shows how researchers are continuing to redefine the roles and responsbilities of executives and their reports. One crucial finding: the emphasis is now and must remain on people. The executive today has to be a facilitator, team member, teacher, advocate, sponsor, and coach—and it is all of these tasks, requirements, outlooks, responsibilities, and accountabilities that Sims explores here. Offering a new way to look at work, at organizations, and at oneself, Sims provides not only the reasons why the new organization is what it is, but how to cope with it and to succeed in it. A must-read for supervisors, managers, executives, and recent graduates who are ready to take their own places in the new world of business. Sims sees people as the key to the successful performance of any organization. He provides a balance between theory and practice, nuts-and-bolts prescriptives, and interesting anecdotes. Detailed, wide-ranging, and readable, his book offers up-to-date, relevant, and engaging discussions of the individual foundations of behavior—perception, attitudes, personality—plus various theories of motivation and the most useful tools derived from them to use in managing people. He also covers such issues as communication, groups, and teams, and the decision-making challenges that leaders, managers, and employees must actively address. Sims highlights the increasing importance of conflict and negotiation within and between individuals, groups, and organizations, as well as the special personal demands placed upon people as they strive to acquire flexibility, to become adaptive and more responsive to new organizational designs and structures. With its coverage of traditional topics as well, Sims' book offers a balanced, rounded, forward-looking view of what it means to work in today's changing organizations, and how to help one's own organization not just to survive but to prosper.

This volume contains the proceedings of the 1986 annual meeting and conference of the Society for Risk Analysis. It provides a detailed view of both mature disciplines and emerging areas within the fields of health, safety, and environmental risk analysis as they existed in 1986. In selecting and organizing topics for this conference, we sought both (i) to identify and include new ideas and application areas that would be of lasting interest to risk analysts and to users of risk analysis results, and (ii) to include innovative methods and applications in established areas of risk analysis. In the three years since the conference, many of the topics presented there for the first time to a broad risk analysis audience have become well developed-and sometimes hotly debated-areas of applied risk research. Several, such as the public health hazards from indoor air pollutants, radon in the home, high-voltage electric fields, and the AIDS epidemic, have been the subjects of headlines since 1986. Older areas, such as hazardous waste site ranking and remediation, air emissions dispersion modeling and exposure assessment, transportation safety, seismic and nuclear risk assessment, and occupational safety in the chemical industry, have continued to receive new treatments and to benefit from advances in quantitative risk assessment methods, as documented in the theoretical and methodological papers in this volume. A theme of the meeting was the importance of new technologies and the new and uncertain risks that they create.