John S. Fielden
University of Alabama
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Featured researches published by John S. Fielden.
Business Horizons | 1984
John S. Fielden; Ronald E. Dulek
Abstract Efficient writing, or what the authors call bottom-line writing, results from writers telling the reader immediately what is their purpose in writing and what they expect of the reader. Inefficient, non-bottom-line writing does just the opposite. It displays a relentless use of discursive, circuitous organizational patterns.
Business Horizons | 1988
Jean D. Gibbons; John S. Fielden; Mary Fish
Abstract There are times when objective inquiry becomes so impossible that the scientists must emulate the detective and theorize rather than conclude. Here the topic under study proved immune to analysis by common statistical survey practices. So the authors had no choice but to cast aside their calculators, clap on their deerstalkers, and speculate, conjecture, and theorize.
Business Horizons | 1987
John S. Fielden; Ronald E. Dulek
Abstract How do you rate as an effective business writer? This self-test will tell you how you are doing—and why.
Business Horizons | 1985
Richard W. Larson; John S. Fielden
Abstract A mistaken understanding of what is involved in producing reports, memos, policy statements, and other documents may be the reason that the productivity of middle managers and staff professionals is being lost to word-processing efficiency.
Business Horizons | 1970
John S. Fielden
Abstract Managers seem to feel that the discontent expressed by young people today will never be expressed in the corporate hierarchy. The author thinks otherwise. The problems faced by the campus and the church will eventually be faced by management. The challenge of traditional business values and authority is not all bad; our society is not so perfect that we should prohibit protest. Some of our most successful businesses and most exciting ideas in recent times have come from our bright young people. To attract them, corporations will have to become less autocratic in decision-making processes, and will have to become more responsive to social change. The companies that are open, flexible, and responsible will attract the best young people into tomorrows top managerial roles.
Archive | 1990
Ronald E. Dulek; John S. Fielden
Business Horizons | 1991
Ronald E. Dulek; John S. Fielden; John S. Hill
Business Horizons | 1992
Ronald E. Dulek; John S. Fielden
Journal of Professional Services Marketing | 1993
John S. Fielden; Chadwick B. Hilton; William H. Motes
Journal of Advertising Research | 1992
William H. Motes; Chadwick B. Hilton; John S. Fielden