PERCEPTIONS ON THE FACTORS AFFECTING THE QUALITY OF COMMUNICATION IN THE CONTEXT OF GENDER: A RESEARCH COMPRISING MANAGERS

Year 2019, Volume: 11 Issue: 29, 591 - 602, 28.09.2019

Şehriban Aygün , Nezih Metin Özmutaf

https://doi.org/10.20875/makusobed.619633

Abstract

Various researches are carried out from different perspectives (position, progress, leadership, decisions, practices, culture, etc.) with respect to managers. This study focuses on the quality of communication. In this context, the main purpose of the study is to determine managers’ perceptions about the factors affecting the quality of communication within the genders. A questionnaire prepared for the survey was conducted via e-mail in 2018 and 2019 among 37 managers within 26 enterprises in the top 100 enterprises of Turkey in 2017. As a result of the research, two main findings were obtained. First, managers attach great importance to factors such as individual skill, leadership, message, duration and strategic dimension so that the quality of communication can be affected positively. Second, managers' perspectives, in terms of gender, on individual skills, leadership, message, duration and strategic dimension do not differ.

Keywords

Gender, Managers, Communication, Quality of Communication

CİNSİYET BAĞLAMINDA İLETİŞİM KALİTESİNİ ETKİLEYEN FAKTÖRLERE YÖNELİK ALGILAR: YÖNETİCİLER KAPSAMINDA BİR ARAŞTIRMA

Abstract

Yöneticilerle ilgili olarak cinsiyet kapsamında farklı açılardan (pozisyon, ilerleme, liderlik, kararlar, uygulamalar, kültür vb.) çeşitli araştırmalar yapılmaktadır. Bu çalışma kapsamında iletişim kalitesine odaklanılmıştır. Bu çerçevede, çalışmanın temel amacı, yöneticilerin cinsiyetleri kapsamında iletişim kalitesini etkileyen faktörlere yönelik algılarının belirlenmesidir. Araştırmaya yönelik olarak hazırlanan anket formu, 2017 yılında Türkiye’de ilk 100’e giren işletmeler kapsamında 26 işletme çerçevesinde 37 yöneticiye 2018 –2019 yıllarında e-mail yoluyla uygulanmıştır. Araştırma sonucunda iki temel bulguya ulaşılmıştır. Birincisi, yöneticiler iletişim kalitesinin pozitif yönde etkilenmesi kapsamında bireysel beceri, liderlik, mesaj, süre ve stratejik boyut faktörlerini ileri düzeyde önemsemektedirler. İkincisi ise, yöneticilerin bireysel beceri, liderlik, mesaj, süre ve stratejik boyut faktörlerine cinsiyet kapsamında bakış açıları farklılık göstermemektedir.

Keywords

Cinsiyet, Yöneticiler, İletişim, İletişimKalitesi

References

• Abu Bakar, H., Mohamad, B., Mustafa, C. S. (2007). Superior–Subordinate Communication Dimensions and Working Relationship: Gender Preferences in a Malaysian Organization, Journal of Intercultural Communication Research, 36(1), 51-69.
• Byars, L., Lloyd. (1987). Strategic Management: Planning and Implementation, Concepts and Cases, New York: Harper & Row, Publishers.
• Claes, M. T. (1999). Women, Men and Management Styles, International Labour Review, 138(4), 431-446.
• Foels, R., Driskell, J. E., Mullen, B. ve Salas, E. (2000). The Effects of Democratıc Leadershıp on Group Member Satısfactıon An Integration, Small Group Research, 31(6), 676-701.
• Freeman, S., Varey, R. J. (2015). The Effects of Entrepreneur Characteristics and Gender-Based Management and Communication Styles from An Internal Marketing Perspective, Within Both A Small and Large Business Environment, Marketing Education Review, 7(3), 75-85.
• Gefen, D., Straub, D. W. (1997). Gender Differences in the Perception and Use of E-Mail: An Extension to the Technology Acceptance Model, MIS Quarterly, 21(4), 389-400.
• Groves, K. S. (2005). Gender Differences in Social and Emotional Skills and Charismatic Leadership, Journal of Leadership and Organizational Studies, 11(3), 30-46.
• Hampton, R. D. (1981). Management, USA: McGraw-Hill, Inc.
• Henderson, L. S., Stackman, R. W. (2010). An Exploratory Study of Gender in Project Management: Interrelationships With Role, Location, Technology, and Project Cost, Project Management Journal, 41(5), 37-55.
• Jones, J. A. (2009). Gender Dissimilarity and Leader-Member Exchange: The Mediating Effect of Communication Apprehension, Emerging Leadership Journeys, (2)1, 3-16.
• Kenton, S. B. (1989). Speaker Credibility in Persuasive Business Communication: A Model Which Explains Gender Differences, The Joumal of Business Communication, 26(2), 143-157.
• Lee, J. (1999). Leader-Member Exchange, Gender, and Members’ Communication Expectations With Leaders, Communication Quarterly, 47(9), 415-429.
• Loutfi, M. F. (2001). Women, Gender and Work-An Overwiew. M. F. Loutfi, (Ed), Women, Gender and Work What is Equalitty and How Do We Get There? içinde (3-18). 1st edition. Geneva: International Labour Office.
• MacLeod, L., Scriven, J. ve Wayne, F. S. (1992). Gender and Management Level Differences in the Oral Communication Patterns of Bank Managers, Journal of Business Communication, 29(4), 343-365.
• Merchant, K. (2012). How Men and Women Differ: Gender Differences in Communication Styles, Influence Tactics, and Leadership Styles. CMC Senior Theses. Claremont McKenna College.
• Nahavandi, A. ve Malekzadeh, R. A. (1999). Organizational Behavior, USA: Prentice-Hall, Inc.
• Oakley, J. G. (2000). Gender-based Barriers to Senior Managenient Positions: Understanding the Scarcity of Female CEOs, Journal of Business Ethics, 27(4), 321-334.
• Odetunde, O. J. (2013). Influence of Transformational and Transactional Leaderships, and Leaders' Sex on Organisational Conflict Management Behaviour, Gender & Behaviour, 11(1), 5323-5335.
• Prewitt, J., Weil, R. ve McClure, A. (2011). Developing Leadership in Global and Multi-cultural Organizations, International Journal of Business and Social Science, 2(13), 13-20.
• Rehman, S., Roomi, M. A. (2012). Gender and Work-Life Balance: A Phenomenological Study of Women Entrepreneurs in Pakistan, Journal of Small Business and Enterprise Development, 19(2), 209-228.
• Robbins, S. P. ve Judge, T. A. (2013). İletişim, (A. Yalçın, Çev.). İ. Erdem, (Ed.), Örgütsel Davranış içinde (340-373). Ankara: Nobel Akademik Yayıncılık.
• Ruiz-Jimenez, J. M., Fuentes-Fuentes, M. D. M. (2016). Management Capabilities, İnnovation, and Gender Diversity in the Top Management Team: An Empirical Analysis in Technology-Based Smes, Usiness Research Quarterly, 19(2), 107-121.
• Shore, T. H. (1992). Subtle Gender Bias in the Assessment of Managerial Potential, Sex Roles, 27(9-10), 499-515.
• Smeltzer, L. R., Werbel, J. D. (1986). Gender Differences in Managerial Communication: Fact or Folk-linguistics?, International Journal of Business Communication, 23(2), 41-50.
• Sullivan, S. E., Mainiero, L. A. (2007). The Changing Nature of Gender Roles, Alpha/Beta Careers and Work‐Life İssues, Career Development International, 12(3), 238-263.
• Underdahl-Paustian, S. C., Walker, L. S. ve Woehr, D. J. (2014). Gender and Perceptions of Leadership Effectiveness: A Meta-Analysis of Contextual Moderators, Journal of Applied Psychology, 99(6), 1129 –1145.
• Varma, A., Storh, L. K. (2001). Different Perspective on Selection for İnternational Assignments: The İmpact of LMX and Gender, Cross Cultural Management, 8, 85–97.
• Wood, J. T. (2002). Interpersonal Communication: Everyday Encounters (3rd ed.), Belmont, California: Wadsworth Publishing Company.
• Wilkins, B. M., Andersen, P. A. (1991). Gender Differences and Similarities in Management Communication: A Meta-Analysis, Management Communication Quarterly, 5(1), 6-35.