Research Summary
Instructions:
Write three (3) brief reports (250 words each) summarising one of the key ideas from each of the articles , required to refer to the relevant article at least twice using the Harvard referencing system. DO NOT copy the Abstract
The three (3) academic referencing reports are to be no more than 250 words each to give a total of 750 words
Solution
Research Summary
Research Article #1: Business Communication Curricula Today: Revisiting the Top 50 Undergraduate Business Schools
The primary purpose of this article articulates an evaluation of the business communication offerings from the best fifty undergraduate business educational institutions within the rankings depicted by the Bloomberg Businessweek for the year 2011. The focality within this research illustrates the curricula requirements, programs, and sequences coupled with specific areas that receive most coverage within a course; course content, course level, and course sponsor. Also, the research entailed a comparison of data in earlier studies to evaluate the current status of courses and programs elementary to business communication.
Notably, researchers were funded by the C.R Anderson Research Foundation, and they followed Knight (1999) methodology, through a systematic evaluation of courses that offer business communication within the top 50 business schools during the 2011 summer season. The data collection procedure was more integrative as the research team conducted online research on academic websites as they critically focused on courses that offer business communication as primary curricula objective and were part of the curricula as either electives or core courses.
The study outlined that 102 different courses are offered in 42 schools noting the 7 of the top 50 schools having no mention of the business communication as requirements or electives. It was concluded that business communication is thriving within the educational institution as well as a suggestive analogy that business communication programs would allow for a significant coverage of other topics and legitimize business communication as a valuable disciple in academics.
Full Reference
Sharp,
M. R., & Brumberger, E. R. (2013). Business
Communication Curricula Today: Revisiting the Top 50 Undergraduate Business
Schools. Business Communication
Quarterly, 76(1), 5–27. https://doi.org/10.1177/1080569912471187
Research Article #2: Assessing the Impact of a Business Communication Simulation on Students’ Self-Perceptions
The primary purpose of this research article is to examine whether student’s participation in a business communication simulation would influence the perceptive behaviors of business communication. The simulation was based on the experiential theory stipulated by (D.A Kolb, 984) that theorizes that people learn deliberately and not from experiences.
The study utilized business communication simulations(BCS) that were earlier published and tested for their investigation. The BCS entailed a three-hour duration in day-in-life experience of a top management team at an efficacious Fortune 500 company as the students were divided into teams of 5-6 and were instructed on a criterion of choosing a Fortune 500 company and were not assigned to perform any selective role, as such, they were to work together as a team. Students (51- junior level majors in business at a Northeastern University) were involved in conducting an intercultural interview, stakeholder analysis, crisis management, social media management, and peer performance.
Findings suggest that there were variations on the pre-and post-scores across 4/5 of business communication behavior category on message delivery, critical analysis, message construction, and collaboration. There were no significant differences in the participation category. The study proved its thesis, as researchers concluded that there are favorable outcomes for student due to participation in an assessment offered by the BCS. Although the study did not exemplify participation, it contributed to student perception in the BCS. As such, the researchers were able to understand the learning outcomes for students. The researcher suggests that there is need to use a qualitative approach to support these quantitative findings.
Russ, T., & Drury-Grogan, M. L. (2013). Assessing the Impact of a Business Communication Simulation on Students’
Self-Perceptions. Communication
Quarterly, 61(5), 584–595. https://doi.org/10.1080/01463373.2013.822404
Research Article #3: Are theatre and business links relevant? A conceptual paper and a case study
The article transcends both a conceptual and case study analysis to ascertain the relevance of theatre and business links to management. Primarily, the study depicts two links that can be used as a change management tool; utilization of theatre techniques such as training method for managers, and use of corporate theatre. The author employs a case study methodology where the theatre was taught for ten years at Grenoble graduate school of business for and corporate theatre administered to initial and on-going management trainees.
The author critically analyses the dynamics of theatre and business to argue out the hypothesis of the study. On the other hand, the findings suggest that the participants were positive of the analogies to changing management tool as they suggested that; improving awareness, improving public speaking skills, increasing creativity, Catharsis and professional body memory, are imperative in management. As such, the research articulates further implications within the practical, social, and Originality/value context. Social implications entail how theatre dynamics can change personal growth. Practical implications relate to the relevance of using theatre techniques to design sessions. Lastly, value or originality stipulates the intuitive understanding of theatre and business.
Conclusively, authors reveal that there is a potentiality that theatre interventions, both corporate and training, to create new relationships between managers and their respective surroundings. As such, the implications mentioned above might become challenging as managers focus on changing the management patterns in the long run.
Full Reference
Lesavre, L. (2012). Are theatre and business links relevant? A conceptual paper and a case study. Journal of Management Development, 31(3), 243–252. https://doi.org/10.1108/02621711211208871