Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

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Author: search.filters.author.Sligo FHas files: Yes

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Now showing 1 - 4 of 4
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    On Communicating Information
    (New Zealand Library Association, 1/03/1982) Sligo F
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    The Supervisor
    (World Scientific Publishing, 1/01/1997) Sligo F
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    Trump’s populism, la trahison des clercs and embracing dissent
    (SAGE Publications, 2018) Sligo F
    This article explores President Trump’s populist politics and its implications for scholars in communication studies, examining how Trump’s supporters need to be better understood within their own context. The thinking of Laclau, Mouffe and others, based particularly on observations of European populism, is employed to shed light on how populist social trends may undermine the legitimacy of rational public discourse and foster public acceptance of authoritarianism. Their perspective also gives insights into means by which scholars can better understand their own responsibility to avoid falling into the trap of invective-swapping seen during the US 2016 presidential campaign. In so doing, the article suggests ways whereby scholars can work towards the protection of a free society and help resolve the crisis of populism in ethical, informed and nuanced ways that help to arrest a drift to authoritarianism.
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    Managers’ literacy and orality: How suited to the document-driven workplace?
    (Intellect, 1/06/2020) Sligo F
    For more than 50 years, scholars of managerial behaviour have described the oral more than print-oriented character of managers’ everyday worlds. Managers engage in almost incessant interpersonal interaction, seeking out oral communication with others and neglecting or mistrusting print sources of information. However, recently a revolution in workplace processes and communication has been occurring with the emergence of digitized, Internet-enabled texts throughout globalized enterprise, which are strongly influencing workplace practices. Managers rely heavily on oral modalities to do their work but increasingly they are expected to read and understand complex organizational texts, then from these sources, solve problems and make decisions. Using an assessment of managers’ literacy, this paper explores the implications for managers’ literate and oral performance at work, along with their ability to cope with the demands of the emerging document-driven workplace.