..... TYPES OF INDUSTRIAL EDITORS .AND THE 59mm cr- THEIR PUBLICATIONS Thus}: for the Degree '65 M A. MICHiGAN STATE UNIVERSITY Betty .E, M: Suite 1.9.63 fl... Manny-v no « vu- mmmamm LIBRARY Michigan S tatc University ABSTRACT TYPES OF INDUSTRIAL EDITORS AND THE CONTENT OF THEIR PUBLICATIONS by Betty E. MCGuire This study explored the relationship of two questions--the role of the industrial editor in the internal organization of the company and the content of the editor's Publication. The objective was to develop typologies of the editors. That is, to describe the field in terms of clusters of individuals who have characteristics in common. It represents an exploratory effort to apply three social research methods-—Guttman scaling, Lenski's status Crystallization index, and Stephenson's Q-Analysis——to data concerning company publications and those who produce them. A sample of 600 editors, stratified by circulation Size and industrial classification. was drawn from a directory which listed 3.615 house publications. Question— naires were mailed to the 600 editors. Information from returned questionnaires was put on IBM cards for proce551ng, and MISTIC. a high-speed electronic computer was used for analysis, Questions asked covered descriptive data Betty E. McGuire concerning the editors, companies, and publications; editors' access to management; use of the publication as a regular channel of communication. Story content was a key element in the study because while some companies cover controversial topics in their publications, others believe subjects such as union negotiations and government intervention to be completely inappropriate. Editors"ratings of twenty possible story topics were intercorrelated and factor analyzed. Three main types of industrial editors were identified. Types I and II edit publications for internal and combination audiences. Type III edits publications primarily for externa. audiences. As an industrial editor, Type I enjoys higher status than either of the other two types. He is the best educated, has more editing experience, more assistants, and greater access to top management levels than either of the other two. Type II editors have the smallest circulation publications, lowest budgets, lowest salaries, and fewest assistants. Type III editors are primarily advertising and sales promotion men. They are the least experienced in editing, have the least college training, and work for the smallest companies. Betty E. McGuire There is a relation between the content of the editor's publication and the organizational aspects of his editorial situation. Type I editors, who have the greatest access to management, are most willing to handle controversial issues in their publications. Type II editors, who have less access to management, are more conservative than Type I editors and lean toward an employee emphasis in story content. They are not as willing to discuss broad economic issues as are Type I editors. Type III editors,reflecting their sales promotion and advertising responsibilities, handle strongly company-oriented topics and reject subjects with an employee emphasis. When Lenski's status crystallization index was applied to respondents, it was found that low status crystallization editors were more likely to work at their jobs full time and have greater access to top management than high status crystallization editors. Although the content of industrial publications is still essentially conservative, there seems to be a trend toward more forthright communication on economic issues and labor—management relations topics. TYPES OF INDUSTRIAL EDITORS AND THE CONTENT OF THEIR PUBLICATIONS BY Betty E. McGuire A THESIS Submitted to the College of Communication Arts of Michigan State University in partial fulfillment of the requirements for the degree of MASTER OF ARTS School of Journalism 1963 444.25% ACKNOWLEDGEMENTS This study would not have been possible without the financial support of the Communications Research Center and the guidance of Drs. Hideya Kumata and Malcolm MacLean, Jr. Dr. John T. McNelly, Jack Prather, and Thomas Danbury also contributed much to the success of the project. ii TABLE OF CONTENTS Page INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . 1 Chapter I. THE PROBLEM . . . . . . . . . . . . . . . . . . 4 Background of the Controversy 6 Implications for this Study 13 The Objective of this Study 14 II. PROCEDURE . . . . . . . . . . . . . . . . . . . 16 The Sample 16 The Questionnaire l7 Chronology 21 Method of Analysis 21 III. RESULTS . . . . . . . . . . . . . . . . . . . . 28 Questionnaire Returns 28 Suitability Ratings of Story Topics 30 Use of Story Topics 43 Status Crystallization 44 Q-Analysis 47 Use of Story Topics by Three Types of Editors 49 Topic Evaluations of Type I Editors 51 Topic Evaluations of Type II Editors 51 Topic Evaluations of Type III Editors 54 IV. DISCUSSION . . . . . . . . . . . . . . . . . . . 61 Status Crystallization 64 Factor Analysis 67 The Organizational Content, and Budget Decisions 71 Future Possibilities 72 The Informal Channels Used by Editors 74 iii Chapter REFERENCES . APPENDICES . Conclusions Suggestions for Further Research iv Page 77 80 82 85 Table 1. 10. 11. 12. 13. 14. 15. LIST OF TABLES Questionnaires returned . . . . . . . . Respondents to all questions The companies and the publications . . . . . The editors . . . . . . . . . . . . . . Access to management . . . . . . . Use of the publication as a regular channel of communication . . . . . . . . . . Summary of appropriate ratings given possible story topics by industrial editors . . Summary of inappropriate ratings given possible story topics by industrial editors . . . Use of twenty story topics in editors' publi- cations, speeches of company presidents. and other company publications . . . . . Comparison of high and low status crystalli- zation editors with respect to full— and part-time positions . . . . . . . . . . . Page 28 29 31 33 36 38 41 42 45 46 Comparison of high and low status crystallization editors with respect to frequency of conferences with the company president Summary of results of factor analysis showing percentage of editors of each type . . Consensus items: those which did not discriminate among the three types . Topics which most differentiate Type I from the other types . . . . . . . . Other characteristics which differentiate Type I editors from Types II and III . 47 48 49 50 52 Table 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. ‘ 26. 27. Topics which most differentiate Type II from the other types . . . . . . . . . . . Other characteristics which differentiate Type II from Types I and III . . . . . . . . . Topics which most differentiate Type III from the other types . . . . . . . . . . Other characteristics which differentiate Type III editors from Types I and II . . . APPENDIX TABLES Number of company employees by industrial classification . . . . . . . . . . . . . . Circulation size of publications in five industrial classifications . . . . . . . . Total per issue circulation of publications edited by respondents in five industrial classifications . . . . . . . . . . . . . Audiences of publications by industrial classification . . . . . . . . . . . . . . Publications in five industrial classifications by format . . . . . . . . . . . . . . . . Frequency of publication of periodicals in five industrial classifications . . . . . . . . Percentage of publications with specific budget allocations by industrial classification . Approximate yearly expenditures for house publications reported by editors in five industrial classifications . . . . . . . . vi Page 55 56 58 59 99 100 101 101 102 103 104 105 Table Page 28. Purposes of house publications reported by editors in five industrial classifications 106 29. Editing experience of respondents in five industrial classifications . . . . . . . . 107 30. Education of editors in five industrial classifications . . . . . . . . . . .'. . 108 31. College majors of editors in five industrial classifications . . . . . . . . . . . . . 109 32. Sponsors of seminars and workshops attended by editors in five industrial classifications . . . . . . . . . . . . . 110 33. Editors by industrial classification and sex . 111 34. Mbnthly salary of editors in five industrial classifications . . . . . . . . 112 35. Full- and part-time editors by industrial classification . . . . . . . . . . . . . . 113 36. Full—time assistants working with editors in five industrial classifications . . . . 114 37. Other duties of editors in five industrial classifications . . . . . . . . . . . . . 115 38. Changes desired by editors of publications in five industrial classifications . . . . 116 39. Where editors expect to be five years from now by industrial classification . . . . . 117 40. Advice editors in five industrial classifications would give concerning entry into the profession . . . . . . . . . . . . . . . . 118 41. Percentage of first-place positions given five professions by editors ranking occupations on the basis of prestige . . . 119 vii Table Page 42. Company officer hiring editors in five industrial classifications . . . . . . . . 120 43. Immediate superiors of editors iniive industrial classifications . . . . . . . . 121 44. Frequency of conferences between company presidents and editors by industrial classification . . . . . . . . . . . . . . 122 45. Frequency of conferences between editors and company executives other than the president by industrial classification . . 123 46. Frequency with which company executives suggest story topics for publications . in five industrial classifications . . . . 124 47. Frequency of requests for editors' help with company problems by industrial classification . . . . . . . . . . . . . . 125 48. Subject matter of problems with which editors in five industrial classifications were asked to help . . . . . . . . . . . . . . 126 49. Summary of informationcnncerning statements of publication objectives provided by editors in five industrial classifications 127 50. Reviewers of statements of publications objectives by industrial classification . 128 51. Editors' evaluations of how company president locks at their publication by industrial classification . . . . . . . . . . . . . . 129 52. Results of readership surveys conducted by companies in five industrial classifi- cations . . . . . . . . . . . . . . . . . 130 ’53. Most appropriate story topics by industry. Class A . . . . . . . . . . . . . . . . . 131 viii Table 54. 55. 56. 57. 58. Most appropriate story topics by industry, Class B . . . Most appropriate story topics by industry. Class C . . . . Least appropriate story topics by industry. Class A . Least appropriate story topics by industry, Class B . Least appropriate story topics by industry, Class C Page 132 133 134 135 136 LIST OF APPENDICES Append ix . Page A. COVER LETTERS AND QUESTIONNAIRE . . . . . . 86 B. LIST OF INDUSTRIAL CLASSIFICATIONS . . . . . 93 C. TABLES . . . . . . . . . . . . . . . . . . . 98 INTRODUCTION When the complexities of industrial organization made face-to-face communication between management and labor too difficult, printed channels replaced oral ones and the industrial publication came into being. Executives, however, sometimes failed to think beyond the channel to the exact message they wished the medium to carry, to frame concrete objectives for the publi- cations they were establishing, and to provide means for implementing the purposes they did state. The result was great instability in the field of industrial publishing. Company magazines and newspapers flourished during boom times and were early casualties of recession cutbacks. During World War I, a large number of industrial publications were started, primarily for morale-building purposes. The postwar years brought business retrenchments which led to the suspension of many of these. A 1922 study by Printer's Ink indicated that 30 per cent of the magazines published in 1920 were discontinued within two years (3). A similar pattern of starts and stops was evident during and immediately after World War II. Concern for their jobs led editors of industrial publications to evaluate their place in the corporate com- munications structure. Associations such as the International Council of Industrial Editors, which was organized in 1941, became forums for discussions of the editor's role. The answer to job security and advancement said some was for the editor to become a spokesman for management: PThe editor should always be considered a part of management and be imbued with management philosophy, ideas. and opinions,f said Dean Detwiler, who was president of the International Council of Industrial Editors in 1960-61. Others did not agree. They believed the editor should be an objective reporter and opposed the spokesman- for-management idea (16). While the editors were talking about what their role should be, businessmen were becoming concerned about the great differences in emphasis between union and management communications. A study of union and company publications which was reported in Harvard Business Review in 1955 indicated the extent of the differences. Fred C. Foy and Robert Harper of the Koppers Company had done a content analysis of 700 company magazines (7). The authors pointed out that while union publications were 9vigorously driving home to their members their arguments and points of View," management publications regularly reaching the same union members were failing "to present any point of view about what management feels is good for America." Union publications carried stories on national social legislation, public power, tax legislation; most management publications did not even mention such subjects. Since the appearance of the Foy—Harper article, the use of controversial issues in company publications has been a major topic of discussion among editors and businessmen. There are two schools of thought on the matter. Some companies firmly believe subjects such as automation, inflation, and union negotiations should be treated in the publications they subsidize. Other companies, fearing union reaction and loss of credibility for the publication, View controversial material as completely inappropriate. This study explores the relationship of the two questions--(l) the role of the editor in the internal organization of the company and (2) the content of the editor's publication. CHAPTER I THE PROBLEM The question of the role of the industrial editor and the matter of publication content are two dimensions of a single issue: the way company management looks at the periodical. An editor cannot be a spokesman for manage- ment unless the company which employs him and underwrites the cost of his publication wishes him to be; nor can he be an objective reporter if management wants his magazine or newspaper to serve as a medium for the presentation of only the company's point of view on controversial matters. Some cues for the role the editor is expected to assume are provided by his position on the organization chart, the channels of upward communication open to him. and by the general editorial policy defined by management. An editor cannot make these decisions on his own. To keep his job he must do what management expects. While there may be room for some innovation within the limits of his assigned irole, he does not operate autonomously. He is subject to the control of company officials. and in the final analysis, it is their view of what the publication should do rather than his view of what it could do that shapes the broad outlines of editorial policy. A strange aspect of the question of editorial policy is that in some instances management fails to define clearly goals for the publications that it initiates. Among the reasons cited for a company communication program and quoted by the National Industrial Conference Board is: ”It is simply the 'right' thing to do? (9). Indecisiveness is reflected in the findings of a study conducted by the International Council of Industrial Editors (11). Less than half of the editors responding had written statements of the objectives of their publications. Placement of the editor in the corporate hierarchy is also related to the matter of how the company regards the publication. There does not seem to be any regular pattern of placement. WOods (25) found that the 36 editors responding to a question asking them to list their immediate supervisor gave the titles of 12 different administrative heads. He also pointed out that sometimes the editor him- self had no clear—cut idea to whom he was responsible. The diversity of the working situations of the various industrial editors makes research in the field somewhat difficult. As a result, most researchers have chosen to do either descriptive studies or to use very small samples. Stone (23), for example, studied only nine companies. Kidera (13) analyzed five publications. Research results are usually given in terms of simple percentages, and no applications of other statistical methods are reported. One reason may be the lack of identification of basic elements in the field which could be used as starting points for the development of theoretical research. 'The purpose of this study is to try to describe industrial editors in terms that will provide fundamental information about various types of editors and their jobs. A key element in the study is publication content, which has been the subject of vigorous debate during the last few years. Background of the Controversy C. J. Dover (5) has termed subjects considered too controversial for publication in company-supported journals FZone of Silence” topics. He lists nine such issues: 1. Automation 2. Union negotiations. strikes. and work stoppages 3. Specific political issues 4. Union representation elections 5. Product price increases 6. The so-called FGuaranteed Annual Wage” 7. Employee pay. and how it is set 8. Increases in the cost-of-living 9. Compulsory union membership. He points out that management respects the "Zone of Silence": . . . we've got to face up to the fact that most of us in management religiously observe a conspicuous FZone of Silence.9 Too many of us consistently refuse to speak up on certain employee-centered, controversial issues. Let me be specific. The controversial issues I'm talking about are those which bring sharply different points of view and which often lead to open dispute and conflict among businessmen, union officials, government representatives, and employees. Studies of the content of company publications strongly support the validity of the Dover statement. Kidera (13) studied the content of employee publi- cations issued by five national corporations from 1932 to 1948. Publications analyzed were: Pittsburgh People, Pittsburgh Plate Glass Company; We and Arc Views, Allis— Chalmers Manufacturing Company; Gexaco News, General Electric X-Ray Company; Milwaukee Reporter, International Harvester Corporation; The Carnation, Carnation Company. The author found that editors of publications in the study devoted more than half their efforts to articles which were not directly useful to the employee in understanding his job and his relations with his employers. The only exception to this was A-C Views which succeeded We in 1947, and devoted 75 per cent of its space to directly useful articles. In breaking down the percentages devoted to useful articles in all the publications, the greater percentage of this space was devoted to company activities such as new company products, new company plants. and company expansion plans. One rather amazing result shown by the tabulation was the low percentage of space devoted by any of the publications to articles dealing specifically with jobs, working conditions, or special benefits for employees. Gexco News, with an average of 8 per cent of its space devoted to this type of article was the highest in the group. Coverage of company policies and economic news was even more scarce: With the exception of the Milwaukee Reporter and the .AEC Views, all of the publications virtually ignored any articles dealing with company policies or economic principles. The Milwaukee Reporter devoted 5 per cent of its space to articles dealing with company policies. In many cases these were signed by company officials. The ArC Views devoted 5 per cent of its space to company policies and 5 per cent to economic principles. Pittsburgh People and W§_completely ignored any mention of economic principles. A study done by the New Ybrk State School of Industrial and Labor Relations at Cornell University in 1955 (1) further supports the Dover statement. The Cornell research was aimed at determining the frequency with which Feconomic concepts? were mentioned in both union and management publications. Fifteen employee publications were studied. A 25 per cent sampling of each of the 15 publications was obtained for a five—year period, 1950—54. One of the findings reported was: Few of the company publications studied deal directly with specific current economic issues, such as the Guaranteed Annual Wage, Right-to-Work Laws. etc. They generally choose. rather, to point out the interdependence among management, employees, and shareholder in fairly general contexts. Even among companies that are willing to mention economic matters there are varying degrees of directness in the discussion of controversial issues in company publications. Some companies emphasize what Payne (l9) terms TAmerican Way? articles. Others subscribe to the Dover idea of the ”hard sell.” Payne says of VAmerican Way". articles: With the idea that good citizens will make more contented and loyal workers, company magazines have developed American Way articles aimed at informing and building pride among employees in the American way of life and its constitutional guarantees. Payne gives examples of several ”American Way" articles including: FOur Way of Life,V an article in Canco, a publication issued by the American Can Company. The article pointed out the advantage of the American system of business as it has developed since the founding of the United States. 9A Tale of Three Capitalists,? published by a Bell System magazine, showed how investors work to keep a free economy going. A telephone operator, staff representative, and plant craftsman were featured. Other companies speak out more frankly: the Ford 10 Mbtor Company discussed anti—trust problems; International Harvester, automation; Westinghouse, competition; General Electric, featherbedding; Du Pont, foreign competition: Timken, the guaranteed-annual-wage, and B. F. Goodrich, inflation. Sun Oil talked about profits; Thompson Products, right-to-work laws; General Electric, strike votes, and Clark Equipment, taxes. Business firms are encouraged to discuss economic issues by manufacturers' organizations, which provide services for editors of company publications. The National Association of Manufacturers publishes Service, which reviews hundreds of industrial publications each month and repro- duces with comment and analysis the best of the articles which ?carry out public relations objectives in free enterprise and economic education.? The U.S. Chamber of Commerce has sponsored "Economics for Editors? seminars in major cities. Despite endorsements of forthright communication by influential business groups, and more liberal interpre— tations of federal laws pertaining to management messages, many companies continue to avoid mentioning controversial subjects in their publications. Yet. controversial issues are often a major concern to company executives. In 1952 Opinion Research Corporation wrote to a 11 sample of ninety-three company presidents, asking the question: ?In your view, what are the three most important problems facing industry today?” Opinion Research summarized the results and found that in a typical month. half of the publications did not talk about any one of management's top problems: Government intervention: government encroachment into business: the dampening influence of bureaucratic controls: the trend toward increasing government. Taxes: tax rates so high they stultify profit incentive: confiscatory taxes. Inflation: bad currency management; uncertainty as to where inflation will lead: willingness of government to continue inflation. Governmentyspending: wasteful and unnecessary spending by government: lack of sane fiscal policies. Need for adequate earnings: inability to realize a profit after taxes: inability to earn profits adequate for an inflated economy (4). At first glance, it may seem that the editors of the publications involved had missed the point completely: that they had neglected to dig out truly significant infor- mation for presentation to their readers. However, in each of the subject areas cited above there is the potential danger of controversy. Decisions to write articles on any of the topics would require an indication of appropriateness from the highest levels of company management. The executives told Opinion Research what their foremost concerns 12 were. It is possible that they had not even thought of telling their employees. stockholders, or customers via their company publications. It is interesting to note that in the companies most willing to discuss controversial issues, top-level executives played a large part in the decision. The President of Koppers, Fred C. Foy, was a prime mover in the enunciation of the company's policy of forthright com- munication. The same is true at Boeing which took a firm stand on right-to-work laws: 'William M. Allen, courageous president of the Boeing Airplane Company, believed in the principles embodied in Initiative 202--and he believed the law would be in the best interests of Boeing's employees, customers, community neighbors, suppliershand the general public. With full knowledge that a similar law had been defeated by Washington voters in 1956 by a margin of approximately two-and-a-half to one. Mr. Allen and Boeing management nevertheless decided to support the law publicly (4). A book by Newcomb and Sammons, management consultants in employer—employee relations, has a section on General Electric Company, a leader in the trend toward communicating on controversial issues. Under the heading: ?‘Boulwareism': Philosophy of the Firm Resolve? the authors state: Several years ago General Electric Company, through its forthright labor generalissimo, Lemuel R. Boulware, decided to take the play away from the union at the bargaining table. The formula in simple terms. was to present the union with management's contract terms-- 13 the most equitable terms the company could suggest consistent with the economic health of both employer and employee--and stick to them. There was to be no retreat from either proposal or principle (18). It is possible that the idea of ?Boulwareism? has carried over into the General Electric communications programs and resulted in a willingness to go on record as favoring or disfavoring specific controversial issues. Implications for this Study With the split over the use of controversial topics in industrial magazines, it would seem reasonable to expect“ to find different editorial situations in companies where these subjects were considered acceptable and in companies where they were not acceptable. Top officials of companies which discuss controversial issues in publications would have had to make three crucial decisions: 1. The content decision -— Management would have had to decide exactly what it wished the publication to do. In this instance. the decision was probably to use the publication as a medium for the expression of company views on policy matters rather than either a morale—building or public relations piece exclusively. 2. The organizational decision -- Means would have had to be provided for communication between top-level 14 decision-makers and the editor of the publication. 3. The budget decision -— Management would have had to decide how much this medium was worth in dollars and cents. The total appropriation would involve matters such as the editor's and assistants' salaries, the total production budget, and time devoted to the job. Executives of any company issuing an industrial publication would have had to make the same three decisions: but the answers of those who dfli not wish to use the magazine or newspaper as a medium for expressing management views on sensitive issues probably would be different than the answers of those who did. In short, content, organization, and budget should vary according to the purpose management had for issuing the publication. Identification of various editorial situations should, therefore, provide fundamental information concerning the structure of organizational communication. and provide data on which to build more sophisticated research than has been carried on in the area up to now. The Objective of this Stqu The objective of this study was to develop typologies of industrial editors. That is, to describe the field in 15 terms of clusters of individuals who have characteristics in common. It represents an exploratory effort to apply three social research methods: Guttman scaling (20), Lenski's status crystallization technique (14), and Stephenson's Q-analysis (22), to data concerning company publications and those who produce them. CHAPTER II PROCEDURE The Sample The sample used in this study was drawn from the Gebbie Press House Magazine Directory (8), which lists 3,615 publications issued by companies and organizations in the United States and Canada. Each of the listings contained information on audience, format, circulation, frequency. and industry. The sample was drawn in the following manner: 1. All publications listed were numbered consecutively. Coded symbols for the various audience, format, circulation, frequency, and industrial categories were placed beneath each number. 2. ‘Numbers and symbols were transferred to index cards. The cards were sorted according to industrial classification and circulation, the two variables the study proposed to investigate. 3. A random sample was chosen from the three circulation and five industrial groupings set up for the study. The circulation categories were: 16 17 Up to 5,000 5.001—10.000 10,001-and up The industrial groupings were based on the U.S. Government Bureau of the Budget Standard Industrial Class Manual (21). The categories with the total number in each classification were: Service (349) Manufacturing (1837) Government, Finance, Real Estate, Insurance (477) Transportation, Communication, Utilities. Pipelines (504) Miscellaneous Industries (including agriculture. construction, mining, wholesale and retail trade) (448) A complete breakdown of all categories in the manual is in Appendix B. Forty cards were drawn randomly from each of the fifteen cells established for the study. 4. A copy of a four—page questionnaire was mailed to the 600 editors whose names were drawn. The Questionnaire The instrument used in gathering data for the study was a mail questionnaire which was sent to the 600 editors in the sample (see Appendix A). To make sure the returns would be properly classified for analysis, a color coding syStem was used to indicate in which of the five industrial groupings the questionnaire belonged. Information concerning 18 audience, format, frequency. and circulation was written in according to the following code: Government, Finance, Real Estate, Insurance -- Blue Service -- Typed Manufacturing -- Black Communication, Transportation, Utilities, Pipelines -— Green Miscellaneous Industries -- Red Respondents were asked to make any corrections needed to bring the descriptive information up to date. The questionnaire was designed to gather data about the editorial policy of a company's publication and the position of the editor within the company. There were three broad categories of questions. The numbers in parentheses refer to specific questions in the questionnaire. The categories of questions were as follows: 1. Descriptive A. The Publications: Audience (1) Format (1) Frequency (1) Circulation (1) Production costs (13) (14) Purposes (20) B. The Companies: Industrial classification (2) Number of employees (3) C. The Editors: Number of years in industrial editing (4) Education (5) College major (6) College courses (7) Special seminars and workshops (8) 2. 19 Salary (9) Sex (10) Full- or part-time (11) Other duties (ll) Commitment to the field (17) (18) (19) Kinds of changes desired (31) Status Measures A. Access to Management: Who hired you? (15) To whom do you now report directly? (16) Who reviewed the statement of objectives? (23) Conferences with the President (24) Level of other duties--administrative, etc. (11) Use of publication as regular channel of communi— cation Written statement of objectives (21) Statement lists specific topics (22) Statement reviewed in last five years (23) Executives suggest topics (26) Editor called to help with company problems (27) President considers publication necessary (29) Company has surveyed readership (30) Content Twenty story topics were listed (Question 32). The topics were divided into three groups: A. Controversial--dealing with company policy in sensitive areas 1. Automation 2. Dangers of inflation to American economy 3. How government intervention interfers with company progress. 4. Legal action or court decrees involving the company 5. Employee pay and how it is set 6. Right-to-work laws 7. Union negotiations 20 B. Job—related—-dealing with company operations 1. New products or services 2. HOW products made by the company are used 3. What fringe benefits mean to employees 4. Research and development 5. How foreign competition affects employee jobs 6. History of the company 7. Features on towns in which company plants are located C. Personal-Service--feature and human interest items 1. Outstanding scholastic achievements of employees' children Retirement plans of employees bebies of employees Biographical sketches of new directors Tips on gardening ' Appeals for contributions to charity O‘U‘IubOJN Topics selected were chosen on the basis of content analysis of typical company publications and on the basis of statements from researchers on the kinds of subjects considered controversial by industry. Dover's Zone—of-Silence article (4) and Opinion Research Corporation's company presidents study (4) provided topics for the list. Kidera's study (13) also suggested topics for all classifications. Information was gathered concerning the suitability of the various topics for the editor's publication and the use of the subjects in other company media. 21 Chronology The questionnaire was pre—tested on members of the Nfichigan Communicators Association, a group of working editors. Necessary revisions were made to clarify ambiguities before the questionnaire was multilithed for the actual study. Six hundred questionnaires were mailed to editors in the United States and Canada. Two weeks later a follow-up mailing was sent. Method of Analysis Data from returned questionnaires were put on IBM cards for processing, and MISTIC, a high-speed electronic computer, was used for the analysis. Guttman scaling and factor analysis were applied to various segments of the data. Editors' responses to five questions were used to develop an index of status crystallization, as described by LenSki (l4). Guttman Scaling —- Twelve items were used to con- struct the Guttman scale (20), which was to be an index of the editor's status or power position within the company. Editors' responses to the questions listed below formed the basis for the scale. The numbers of the questions correspond to those on the questionnaire in Appendix A. Dichotomies used to classify responses as high- or low—status items are also given. 22 15. Who hired you? High Low 16. To whom High Low President, Executive Vice President, Executive Director. Vice President Managers of Industrial Relations, Personnel, Public Relations, Sales Promotion, Advertising or Information you now report directly? President. Executive Vice President. Executive Director, Vice President Managers of Industrial Relations, Personnel, Public Relations, Sales Promotion, Advertising, or Information ' 21. Do you have a written statement of objectives? High Low 23. Has the years? High Low Yes No statement been reviewed within the last five Yes NO 23a. Who reviewed the statement? High —— President, Executive Vice President. Low Executive Director. Vice President Editor alone, Editorial Board. Division Heads, Sales Executives. Public Relations Director. Advertising Manager. Personnel Manager, Employee Relations Manager 24. HOW often do you have conferences with the President to discuss topics for articles? High -- Monthly, bi-monthly. bi-weekly, daily Low -- Several times a year. never, annually, rarely, seldom, as needed 25. 26. 27. 28. 29. 30. 23 HOW often do you have conferences with executives other than the President? ’ High -— Monthly, bi—monthly, bi—weekly, daily Low -— Several times a year, never, annually, rarely, seldom, as needed HOW often do executives of the company, including the President. suggest topics for articles? High —- Often Low -- Seldom, never HOW often are you called to help with company problems? High -- Daily, often, monthly, bi-monthly Low -— Never, as need arises, seldom, rarely, several times a year With what kinds of problems are you called to help? High —— Labor relations, presenting management views, government, interpreting policies, finance Low —- Public relations, employee services, sales promotion, customer relations, job performance, plant housekeeping, recruiting In terms of how the President of the company looks at your publication, do you feel he thinks it is very necessary for the well-being of the company, fairly necessary. not really very necessary at all? High -- Very necessary Low -- Fairly necessary, not necessary at all Has the company ever done a survey to ascertain reader interest in your publication? High -- Yes Low -— No 24 High-status editors, those with greater access to top management executives, would have higher ranks on the scale than those with less opportunity for management contact. From a respondent's rank or scale score, it would be possible to tell exactly which item he endorsed. This quality of being able to reproduce the responses to gagh item, knowing only the tgtal score is called reproducibility (20). A coefficient of reproducibility is one means of determining whether a scale is unidimensional. The coefficient of reproducibility for the 12 items used in this study was . .74, too low to be adequate. Semantics may have been partly responsible for the difficulty. In attempting to establish a status scale partly on the basis of contact with various levels of management, it was necessary to use editors' responses to questions involving time designations. Some of the answers were of a general rather than specific nature--?several times a year,? ?as needed,? ?rarely,? ?often." Classification of the time periods was of necessity an inexact matter. There was no way to determine what each editor considered ?rarely? or ?often? or ?as needed.? Status Crystallization-~This index was used to measure the status consistency of editors in the sample. Rather than looking at each of five hierarchies--editing 25 experience. education, salary, publication budget, and size of company--separately, a status crystallization score. was computed. The degree of crystallization showed how an editor's positions in the five hierarchies were related. Lenski (14) found that individuals characterized by a low degree of status crystallization differed significantly in political attitudes and behavior from individuals with a high degree of status crystallization. For example. there was a definite association between political liberalism and low crystallization. It was expected, therefore, that_ there would also be differences between industrial editors with high status crystallization scores and those with low crystallization scores. To develop common scales for each hierarchy, fre- quency distributions were established. Using these distri- butions, scores were assigned for the various positions in the hierarchies. Mean scores were then computed for each respondent. A single non-vertical hierarchy was obtained on the basis of variance. The lower the variance the more consistent the respondent's level across the five hierarchies. Those with variance scores of 0.50 or less were placed in the high status crystallization group (N = 172) and those with higher scores were placed in the low status crystalli- zation group (N = 171). All responses of high status 26 crystallization and low status crystallization editors were then compared. IQ;Analysis--Seventy-five cases, stratified by industrial classification and circulation size, were selected for factor analysis. Respondents classified the 20 possible story topics listed on page 19 according to the following instructions: "Please rate the suitability of the topics for your magazine by: Putting the letter A in front of the one that is most' appropriate in front of the one least appropriate in front of the next two most appropriate in front of the next two least appropriate beside the four of those remaining that are most appropriate beside the four of those remaining that are least appropriate? HUGO! '11 This procedure was followed for analysis of the responses: 1. A matrix of intercorrelations was formed by cor- relating every person's suitability ratings with every other person's sutiability ratings. 2. This matrix of intercorrelations was submitted to factor analysis so that persons were variables and ratings were observations. A principal axis solution was obtained. This was submitted to a varimax rotation which produced orthogonal (independent) factors. On this basis, a factor represented a grouping of individuals around a common 27 pattern of suitability ratings. A factor, then, represented a type of person. 3. Each pattern of rating the topics associated with each factor or type of editor was estimated. This was done by weighting each item response of each of the persons most highly associated with a given factor by the degree to which they were loaded on that factor. The higher a person's loading on the factor, the greater was the weight. Those weighted responses were summed across each item separately. This produced an item array of weighted responses for each. factor in the rotated factor analysis solution selected. In this case, a three-factor solution was chosen. The arrays of weighted responses were then converted to z-scores. 4. The arrays of item z—scores were ordered from most accepted to most rejected for each factor. This provided a hierarchy of item acceptance for each of the three factors, or types of editors. 5. The arrays of item z—scores for each factor were compared by subtraction for each pair of factors. This produced arrays of difference scores for each pair of factors. giving the basis for differentiating one factor or type of editor from another. CHAPTER III RESULTS ‘Questionnaire Returns A total of 343 or 57.2 per cent of the questionnaires were returned. Totals by cells are shown below. Table l. Questionnaires returned. Industry Circulation Up to 10,001 5,000 5,001-10,000 and up Total Government and Finance Service Manufacturing Transportation- Communication Miscellaneous Industries Total 24 21 24 69 24 18 23 65 22 20 30 72 24 22 26 72 22 21 22 65 116 102 125 343 Not all respondents answered the content questions (number 32) which were asked to determine editorial policy. The great diversity of purposes for house publications makes it impossible to categorize the special types of publications 28 29 exhaustively. As a result, the content question did not really apply to some of the publications in the sample. Examples of this are the house publication issued by The Boy Scouts of America in the service classification and a technical bulletin put out by a dry cleaner. In other instances, respondents either failed to complete the content question or misunderstood the question. The number of respondents answering all questions, including the content question, is shown in Table 2. Table 2. Respondents to all questions. Industry Circulation Up to 10,001- 5,000 5,001 10.000 Up Total Government and Finance 20 18 19 57 Service 18 ll 13 42 Manufacturing l9 l7 17 53 Transportation- Communication l8 17 21 56 Miscellaneous Industries 20 l4 16 50 Total 95 77 86 258 Data from returned questionnaires are presented in detail in the tables in Appendix C. The figures reported represent only those who returned the questionnaire; weights 30 were not assigned on a cell-by-cell basis. All figures are rounded to the nearest whole number. A brief summary of selected items is included in this chapter to provide information concerning the sample. Data are summarized in four tables: Table 3, The companies and the publications; Table 4, The editors; Table 5, Access to management; Table 6, Use of the publication as a regular channel of communication. Suitability Ratings of Story Topics Most Appropriate-—Job related (Class B) story topics such as new products and services, research and development, and how company products are used were rated most appropriate by respondents. Of the 258 respondents completing the entire questionnaire, 92 per cent rated new_products and services the most appropriate single topic. Four other job-related topics followed in the appropriate ratings: research and development (71 per cent); how companypproducts are used (71 per cent); fringe benefits (61 per cent); history of the company (53 per cent). The other two job-related topics in the list ranked tenth and seventeenth-—towns where company plants are located (30 per cent) and how foreign competition affects employees' jobs (15 per cent). 31 Table 3. The companies and the publications. Number of employees: (c—20)* 46 per cent of the companies have 2,500 or less employees 19 per cent have under 500 employees Circulation of publications: (C-21 and C—22) Audience (C-23) Format (C-24) Frequenoy (C-25) 34 per cent. 5.000 and under 30 per cent. 5,001—10,000 36 per cent, 10,001 and up The per issue circulation of publications issued by companies represented in the sample is 15,081,435. 41 per cent internal 40 per cent combination 18 per cent external 62 per cent magazines 25 per cent newspapers 3 per cent newsletters 9 per cent bulletins l per cent other 50 per cent monthly 20 per cent bi-monthly 16 per cent quarterly 9 per cent weekly or bi-weekly 4 per cent other 32 Table 3.—-Continued. Budgets (C-26 and C-27) 66 per cent have specific budget allocations 18 per cent of budgets $5,000 or under 44 per cent of budgets $5,001 to $25,000 39 per cent of budgets $25,001 and up Purposes ofypublications (C-28) (multiple responses)** 35 per cent ?building team spirit? 21 per cent ?sales and advertising? 19 per cent ?education? 16 per cent ?improving morale" 15 per cent ?building company image? *Numbers in parentheses refer to tables in Appendix C. **Only purposes mentioned by more than 10 per cent of the respondents are listed here. 33 Table 4. The editors. Editing experience (C-29)* 37 per cent five years or less 29 per cent six to ten years 20 per cent eleven to fifteen years 13 per cent sixteen to thirty-eight years Education (C—30) 72 per cent college graduates and 29 per cent have done graduate work Only 12 per cent have not had any college training College majors (C—31) 36 per cent journalism and other com— munication fields such as radio- television 27 per cent language and literature 14 per cent business 10 per cent social science 9 per cent miscellaneous** 4 per cent science **Other majors reported: fine arts (2 per cent), home economics (2 per cent), education (1 per cent), and law (1 per cent). .ggrticipation in work—related seminars and other meetings (multiple responses)*** - 43 per cent attended meetings sponsored by industrial editors' associations 30 per cent participated in college and university-sponsored programs 14 per cent participated in meetings of professional societies 14 per cent attended meetings of business and industry organizations Table 4.--Continued. __ 34 Sex of Editors (C-33) 79 per 19 per 2 per Monthly salary (C-34) 5 per 30 per 40 per 26 per Full- and Part-time Editors 76 per cent men cent women cent unknown cent $100-400 cent $401-600 cent $60l-900 cent $901 and up (c-35) cent part-time Assistants for Editors (C—36) 53 per cent have from one to fourteen full-time assistants Additional Duties of Editors (C—37) (multiple responses) 58 per 32 per 23 per 20 per 16 per cent public relations cent advertising cent administration cent editorial cent personnel (Customer relations, 3 per cent; Industrial relations, 2 per cent: Miscellaneous, 5 per cent). Kinds o§_Changes Desired by 21 per Editors (C-38) (multiple responses)*** cent would like adjustments in appearance, frequency, or distribution of publication 19 per cent would make additions to the staff 35 Table 4.--Continued. [Editors' Commitment to the Field (C-39) (C-40) 60 per cent expect to be in the same work, but at a higher level five years from now 22 per cent expect to be in the same job 10 per cent expect to be in another kind of work 8 per cent. no answer 67 per cent would advise students to enter field 25 per cent not sure what advice would be , ' 6 per cent would advise a student not to enter the field 2 per cent, no answer Editors' Rankings of Occgpations (C-41) 41 per cent ranked newspaper columnists first 31 per cent ranked dentists first 19 per cent ranked civil engineers first 6 per cent ranked high school teachers first 3 per cent ranked industrial editors first * Numbers in parentheses refer to tables in Appendix C. *** Only items mentioned by more than 10 per cent of the respondents are listed here. 36 Table 5. Access to management. .foicialsHiring,Editors 23 20 15 11 wemxnoo 6 (c-42) per cent Public Relations Manager per cent President. Executive Vice President, Board of Directors per cent Service per cent per cent per cent per cent per cent per cent Manager per cent Personnel and Employee Directors Executive Vice President Advertising Manager General Manager or Assistant Industrial Relations Manager Sales Promotion Manager Information and Publications other Immediate Superiors of Editors (C-43) 20 16 14 12 12 8 per cent per cent Public Relations Director President, Executive Director, Board of Directors per cent Service per cent per cent per cent 6 per cent per cent Manager per cent per cent Personnel and Employee Directors Executive Vice President Advertising Manager General Manager Sales Promotion Manager Information and Publications Industrial Relations Manager other Table 5.--Continued. 37 Editors' Conferences with the President (C-44) Editors' 36 25 13 10 P re F4 k) m 6 per per per per per per per per per per cent cent cent cent cent cent cent cent cent cent never several times a year monthly rarely or seldom as needed annually daily bi-monthly bi-weekly other Conferences with other Company Executives (C—45) 34 25 13 oops-mu per per per per per per per per cent cent cent cent cent cent cent cent several times a year monthly as needed daily never rarely or seldom bi-weekly or bi-monthly other 38 Table 6. Use of the publication as a regular channel of communication. Frequency with which Executives Suggest Story Topics (C—46) 54 per cent rarely, seldom, or never 44 per cent often 2 per cent no answer Frequency of Requests for Editors' Help with Company Problems (c—47) 27 per cent rarely or seldom 24 per cent often 13 per cent daily 12 per cent as needed 8 per cent several times a year 6 per cent never 2 per cent monthly 8 per cent other Nature of Problems with which Editors are Asked to Help (C-48) (multiple responses)* 27 per cent employee and personnel relations 26 per cent public relations 23 per cent sales promotion and advertising 12 per cent job performance Statements of Publication Objectives (C-49) 57 per cent of editors have statements 49 per cent of statements reviewed within last five years 35 per cent of statements mention specific topics Table 6.--Continued. 39 Reviewers of Statements of Objectives (C-50) (multiple responses)* 31 per 21 per 18 per 15 per HOW Company President Looks 64 per cent President, Vice President cent Editorial Board cent Editor alone cent Public Relations Manager at Publication (C-51) cent of editors believe company president thinks their publication is 30 per very necessary cent believe he feels publication fairly necessary 3 per cent believe he feels they are not very necessary 3 per cent no answer Readership Surveys (C—52) 60 per cent report companies have done surveys *Only items mentioned by more than 10 per cent of the respondents are listed here. 40 Automation and inflation were the most highly—rated controversial (Class A) topics. Automation was rated appro- priate by 50 per cent of the respondents and inflation by 34 per cent. The heaviest concentration of controversial topics is in the lower half of the appropriate—rating table. Government intervention was rated an appropriate topic by only 26 per cent of the editors; employee_pay and how it is set by 22 per cent; legal action involVing the company by 19 per cent: union negotiations by 9 per cent; right-to-Work laws by 5 per cent. i The lowest-ranking topic in the personal—service (Class C) category——tips on gardeninge-received 5 per cent on the appropriate—rating table, exactly the same as £igh_- to-work laws. Two personal-service topics ranked in the top half of the appropriate list: retirement plans of employees, 39 per cent, and biographical sketches of directors, 31 per cent. Least appropriate--Tips on gardening, a personal- service (Class C) topic was the least appropriate single topic in a list of 20 possible subjects for stories in industrial magazines. Almost four-fifths--79 per cent-- of the editors reported the topic inappropriate. Half of the topics rated among the first 10 in inappropriateness, however, were in the controversial (Class A) category: 41 Table 7. Summary of appropriate ratings given possible story topics by industrial editors.* Per cent Class Story topic checking (N—258) B New products or services 92 B Research and development 71 B How company products are used 71 B Fringe benefits 61 B History of the company 53 A Automation 50 C Retirement plans of employees 39 A Dangers of inflation 34 C Biographical sketches of directors 31 B Towns where company plants are located 30 C HObbies of employees 29 A Government intervention 26 A Employee pay and how it is set 22 C Scholastic achievements of employees' children 20 A Legal action involving company 19 C Appeals for contributions to charity 17 B Foreign competition 15 A Union negotiations 9 A Right-to-work laws 5 C Tips on gardening 5 Note: ArControversial: *Includes most appropriate, two most appropriate, and four most appropriate. B-Job—Related; C-Personal-Service. 42 Table 8. Summary of inappropriate ratings given possible story topics by industrial editors.* Per cent Class Story topic checking (N—258) C Tips on gardening 79 A Right-to-work laws 66 A Union negotiations 61 B Foreign competition 51 A Legal action involving company 50 C Appeals for charitable contributions 42 A Government intervention 42 A Employee pay and how it is set 41 C Scholastic achievements of employees' children 41 B Towns where company has plants 34 C HObbies of employees 33 C Biographical sketches of directors 30 A Dangers of inflation 26 C Retirement plans of employees .26 A Automation 22 B Fringe benefits 16 B HOW company products are used 16 B History of the company 11 B Research and development 10 B New products and services 5 *Includes least appropriate, two least appropriate, and four least appropriate ratings. Note: A--Controversial: B--Job-Related; C--Personal-Service. 43 right-to-work laws, 66 per cent; union negotiations, 61 per cent: legal action involving the company, 50 per cent: government intervention, 42 per cent; employee pay and how it is set,4l per cent. Low inappropriate ratings for two topics in the controversial category: dangers of inflation 26 per cent, and automation, 22 per cent, suggest economic realities are making inroads into the ?Zone of Silence" defined by Dover. Foreign competition was the least appropriate of the job-related or Class B topics according to the respondents. More than half the editors—-51 per cent-- rated the subject inappropriate. Use of Story Topics Editors participating in this study were asked to indicate use of the 20 story topics in three media of communication during the past year: (1) the respondent's own publication, (2) a speech by the president of the company, and (3) another company publication. Job-related topics received heaviest coverage in each of the media. Stories on new products and services ranked first, with research and development, product use, and company history following. A split occurred in the fifth topic, however. 44 In the respondents' own and other company publications issued by the companies, job—related and personal-service topics ranked fifth, sixth, and seventh. The content of the company presidents' speeches, on the other hand, leaned exclusively toward topics in the controversial category. Two topics had the same score and the result was that four of the seven topics in the controversial category--goyernment intervention. inflation, legal action affecting the company, and automation--were in the top third of the list of topics chosen for speeches by company presidents during the past year. The use of controversial subjects in the editor's own publication or in other company publications was not mentioned until automation was ranked eighth in both media. The heaviest concentration of controversial topics was at the bottom of the list in the ?editor's own publication? column. Except for tips onygardening, which ranked eighteenth, the last six subjects were controversial topics with right-to- work laws ranking last. Status Crystallization An index of status crystallization—-the consistency of a respondent's position across several vertical hierarchies was constructed. Five hierarchies were used: editing 45 Table 9. Use of twenty story topics in editors' publications, ‘ speeches of company presidents. and other company publications. Editor's Presi- Other Publica- dent's Publica- tion Speech tion Per cent Per cent Per cent Class Topic Checking Checking Checking (N-258) (N—258) (N-258) B New products or services 100 65 61 A Automation 59 23 29 A Dangers of inflation to economy 39 24 22 B How products made by company are used 83 33 41 B What fringe benefits mean to employees 64 17 37 A Government intervention 32 25 19 A Legal action involving company 28 24 23 B Research and development 83 52 44 A Employee pay and how it is set 14 7 17 A Right-to-work laws 4 3 6 B Foreign competition 15 3 12 C ’Scholastic achievements of employees' children 56 10 19 C Retirement plans of employees 64 ll 31 A Union negotiations 12 9 18 B History of company 76 36 40 C HObbies of employees 68 2 23 C Biographical sketches of new board members 57 7 22 C Tips on gardening ll -— 7 C Appeals for contributions 64 20 36 B Features on towns Where company has plants 42 5 15 46 experience, education, salary. publication budget, and size of company. All responses of high status crystallization and low status crystallization editors were compared. On most items there were no significant differences. However. in two instances. high and low crystallization respondents differed significantly. Full—time vs. Part—time Editors—-More of the low status crystallization editors worked at their jobs full-time. Table 10. Comparison of high and low status crystallization editors with respect to full- and part-time positions. Low S.C. High S.C. Total Position (N-l7l) (N-l72) (N-343) % % % Full-time 28 19 23 Part-time 72 81 77 Total 100 100 100 Chi-Square = 4.37 p < .05 Conferences with President-—Low status crystalli— zation editors have more daily, bi—weekly, monthly, or bi- monthly conferences with the presidents of their companies than do high status crystallization editors. More high than low crystallization editors see the president several times a year or as needed. 47 Table 11. Comparison of high and low status crystallization editors with respect to frequency of conferences with the company president. F e enc of Low S.C. High S.C. Total r q” Y (N—l7l) (N-l72) (N4343) Conferences 0 % A % Daily, bi-weekly. monthly. bi-monthly 20 12 16 Never, rarely, annually 49 47 48 As needed 4 8 6 Several times a year 19 30 24 Other 8 3 6 Total 100 100 100 Chi-Square = 12.89 p < .05 .QgAnalysis A sub—sample of 75 editors was selected for Q— Analysis, a method of summarizing briefly and clearly a set of complex interrelationships. Editors' responses to the question of topic suitability were intercorrelated and factor analyzed. The 75 x 75 matrix yielded 2,775 distinct correlations. A three-factor solution was chosen on the grounds that further factors contributed little to the common variance (24). Each factor represented a group of editors with characteristics in common. 48 Table 12. Summary of results of factor analysis showing percentage of editors of each type. Type Percentage Type I 35 Type II 27 Type III 25 Mixed Types 3 Unclassified* 11 Total 101 N = 75. *These editors did not have high enough weightings to be classified as a single type. All percentages rounded to nearest whole number. 49 Use of Story Topics by Three Types of Editors Consensus Items-—Of the five consensus items--those on which the three types of editors agreed--four were in the group of controversial (Class A) topics. Union negotiations was the most-rejected topic followed by right-to—work laws and legal action or court decrees involving the company. Automation was accepted by two of the three types and put in a medium position by the other. Editors in each of the three categories agreed that research and development was an appropriate topic for their publications. Table 13. Consensus items: topics which did not discriminate among the three types. 4.1 I l 2 3 'iE-Scores Research and development +0.675 +l.ll7 +1.314 +1.035 Automation +0.862 —0.116 +0.547 + .431 Legal action or court decrees involving company -0.436 -O.492 —1.206 - .711 Right-to-work laws —0.800 -0.584 -0.878 - .754 Union negotiations -0.3l3 —l.157 -l.254 - .908 Table 14. 50 Topics which most differentiate Type I from the other types. MOre than Types II and III, Type I values:’ Z-Scores I II III Topics +1.154 -0.712 -0.048 Dangers of Inflation to American economy +0.998 -l.975 -0.307 HOW government intervention inter— feres with company progress +0.862 -0.116 +0.547 Automation +0.097 -1.316 -0.684 How foreign competition affects employee jobs -0.436 -0.492 —l.206 Legal action or court decrees involving company -0.3l3 -l.157 —l.254 Union negotiations Less than Types II and III. I values: Z-Scores I II III Topics -2.441 —l.063 -0.8l4 Tips on gardening -0.970 -0.416 +0.374 Appeals for contributions to charity -0.823 -0.674 +1.337 Features on towns in which company plants are located -0.686 +0.319 +0.188 HObbies of employees -0.627 +0.558 +0.652 History of company -0.555 +0.055 +0.548 Biographical sketches of new members of board of directors +0.675 +l.ll7 +1.314 Research and development 51 Topic Evaluations of Type I Editors Acceptance of Class A or controversial topics dif- ferentiates Type I editors from Types II and III. Type I editors accepted more than others dangers of inflation to the American economy, how government intervention interferes with company progress, automation, legal action or court decrees involving the company, and union negotiations. Type I editors strongly reject what might be termed ?typical? employee publication material. Least of all they value the personal-service (Class C) topic, tip§,onggardening. Other topics rejected by Type I editors are the mainstay of many employee publications: appeals for contributions to charity, features on towns in which companyoplants are located, hobbies of employees, biographical sketches of new members of the board of directors, history of the company. Topic Evaluations of Type II Editors TYPe II editors are more conservative than Type I editors and lean toward an employee emphasis in their publications. The topic most accepted by these editors was what fringe benefits mean to employees. Other topics with high acceptance were: retirement plans of employees, employee pay and how it is set, appeals for contributions to charity, outstanding scholastic 52 Table 15. Other characteristics which differentiate Type I editors from Types II and III. Mainly in Transportation—Communication and Manufacturing Least likely to be in Miscellaneous Industries classification Work for larger companies Edit higher-circulation publications Edit no externals (differs only from Type III in this respect) Put out more newspapers Publications issued more frequently Highest publication budgets MOre editing experience Better educated Least likely to have majored in communication (since these editors have more experience formal programs in these subjects may not have been offered when they were in college.) Highest percentage of men Highest salaries More full-time editors MOst assistants Other duties employee—centered at high levels of responsibility More would advise student to enter editing Highest percentage reporting to top-management executives See company president more often MOre statements of objectives reviewed in past five years 53 Table 15.-—Continued. Least likely to be called to help with company problems (more full—time editors in this group. Type II carries many personnel and public relations responsibilities; Type III, sales promotion and advertising duties.) MOre think president feels publication very necessary More report company-sponsored readership surveys achievements by children of employees, and hobbies of employees. The fact that the right-to-work laws topic was judged the most inappropriate Class A topic by those responding to the questionnaire, makes the fact that Type II editors accepted it more than Types I or III particularly noteworthy. The array of topics most accepted by Type II editors is interesting in that it seems to build up the company as a good place to work, citing employee compensation—-what fringe benefits mean to employees, amployeeopay and how it is set: recognizing individual employees and their families-—retirementoplans of employees, outstanding scholastic achievements by children of employoes, hobbies of employees, and stressing company participation in community activities--appeals for contributions to charity. After building up an image 54 of a close and friendly relationship among workers, the company which has their interests at heart, and the community, the company seems to feel it is safe to broach the very con— troversial issue of right-to-work laws. While Type II editors accept employee-oriented topics, what happens outside the office or the plant holds IL ittle interest to them. They strongly reject the large picture in favor of the close-to-home topics. How government intervention interferes with compapy progress is the topic most rejected by these editors. Other rejected topics are: how foreign competition affects employee jobs, iangers of inflation to the American economy, how conpany .mducts are used, and new products or services. These e(Sitors are alone in slightly rejecting the topic of \automation, perhaps because they view it as a threatening topic that would frighten employees. kpic Evaluations of Type III Editors Not one controversial topic appears in the list of $11Tlojects most accepted by Type III editors. Strongly QQ?l‘npany-oriented topics differentiate this type from the chers: new products or services, features on towns in %ch ccmlpany plants are located, research and developmont, \hQW company products are used, history of the company, 55 fTable 16. Topics which most differentiate Type II from the other types. MOre than Types I and III. II.X§£E§§= Z-Scores II I III Topics ~+2.228 +1.813 -0.339 What fringe benefits mean to employees —+().930 +0.020 —0.801 Retirement plans of employees “+£3.811 +0.529 -l.212 Employee pay and how it is set -+{).4l6 -0.970 +0.374 Appeals for contributions to charity -+11 factors I and III. Their experience in editing was between five and eight years: all were men: their salaries Were $601-900, and they'were in general agreement about the 58 Table 18. Topics which most differentiate Type III from the other types. Igoro than Types I and II. III values: Z—Scores :III I II Topics ‘ei—I2.427 +1.536 +1.383 New products or services 4HE9:1.337 -0.823 -0.674 Features on towns in which company plants are located «éF-JLJBl4 +0.675 +l.ll7 Research and development l—i—ilulJI) +0.639 -0.049 HOW products made by company are used 'fiF-().8l4 -2.44l -l.063 Tips on gardening +0.652 -0.627 +0.558 History of company 'fiP-C).548 -0.555 +0.055 Biographical sketches of new members of board of directors Logo than Types I and II, III values: Z-Scores JEII I II Topics ‘—-J_.254 -0.313 -1.157 Union negotiations “r-JL.212 +0.529 +0.811 Employee pay and how it is set -“ZL.206 -0.436 —0.492 Legal action or court decrees involving company “().953 —0.671 +0.323 Outstandingscholastic achievements by children of employees ‘~().878 —0.800 —0.584 Right-to—work laws “().801 +0.020 +0.930 Retirement plans of employees “().339 +1.813 +2.228 What fringe benefits mean to employees 59 ‘fl?£31fl£319. Other characteristics which differentiate Type III editors from Types I and II. Most likely to be in the miscellaneous industries classification; none in manufacturing WOrk for smaller companies Largest percentage of externals and combinations Smallest percentage of newspapers Largest percentage of magazines Least experienced in editing Least college training: but one-quarter of college trained have done graduate Work Most likely of three types to be social science major Highest percentage of three types in top salary bracket; but other ranges lower than for Type I Smallest percentage of full-time editors Almost as many full-time assistants as Type I Other duties have public relations, sales promotion, and advertising emphasis. Top executives represented. Highest percentage of three types do not expect to rise to higher position in this company Hired by officials at highest management levels MOst likely to be called to help with company problems Fewest written statements of publication objectives Lowest percentage of statements reviewed within past five years Least certain company president believes publication necessary 60 ssuitability of the various story topics when they all happened to rate a particular item. The degree of appro- priateness and inappropriateness in the ratings varied among the editors. An interesting characteristic of this small group is that while two were editors of internal publications. one edited an external publication. CHAPTER IV DISCUSSION Companies employing the editors who responded to the questionnaire used in this study spend nearly ten million dollars a year on the publications. Yet it seems that some :15 ixms fail to provide working relationships that would help the magazines. newspapers. and bulletins become really Valuable channels of communication. Examination of the data concerning access to top management indicates that in many instances, direct contact is lacking. MOre than half the editors in the sample were hired at the Services and Operating Management level by Directors of Public Relations, Personnel. Advertising, sa.ll.es Promotion, and Industrial Relations. The editors tend to continue to report at the same level of management at which they were hired. Often this is because the publi— Qation is not a full-time responsibility and the editors have other duties in public relations, advertising, or E>eIt‘sonnel; duties which could slant publication content and emphasize one area of company operations over others. Nearly half of the editors almost never have 61 62 conferences with the President of the company. Conferences with executives other than the President were not very frequent either. In addition, more than half the respondents said company executives almost never suggested topics for articles in the publication. Forty per cent of the editors are never or else only rarely called to help with company problems of any kind. The picture that emerges is of a communicator, Charged with interpreting a company to various publics. who apparently lacks opportunity to use primary sources of” information, and who is pretty much on his own as far as content is concerned. A veteran with long service in a particular firm may be able to function effectively in such a situation; but 37 per cent of the respondents have less than five years' experience, and all of that may not have been with one company. In 43 per cent of the cases, the editors do not e‘ren have written statements of objectives. It is e1"Krouraging to note. however. that editors who do have written statements of objectives report that 49 per cent 1TlaVe been reviewed within the last five years. In one-third of the cases, the President or Vice President reviewed the Statement. Another finding is that 60 per cent of the coIl'tpanies have at some time done a survey of the publication's 63 readership. An interesting aspect of the returns is that there is roughly a 50-50 split on the organizational matters. cited in the preceding paragraphs. This suggests that two main blocs exist in the field of industrial editing. Some editors have access to management; others do not. Some managements spell out What the editor is to do, and are interested enough in publication content to provide cues for the editor; others do not seem to feel this is necessary. There is more agreement, however, on the matter of Suitable content. Job—related (Class B) topics such as Alex» products and services, research and development, and 15.19%? company products are used are considered highly appro— priate while controversial topics (Class A) including right- awork laws and union negotiations are believed to be very inappropriate by most of the editors who responded to this q‘llestion. Differences in the organizational structure of the rQSpondents' editorial situations. and similarities in their tQpiC suitability ratings were also evident when the Lenski S‘t-atus crystallization index was used. 64 Status Crystallization Previous applications of the Lenski method (14) (12) involved segments of the general population. The use of this technique on a single occupational group, industrial editors, was a departure. Results closely paralleled those described by Kenkel (12) who in trying to replicate the Lenski study found little difference in the ;political attitudes of high and low status crystallization individuals. There were few areas of significant difference Ibetween the high and low status crystallization editors, ;just as there were few differences in Kenkel's study of 300 Joespondentsin Greater Columbus, Ohio. Lenski, ansWering Kenkel (15), states that the difference in his results and I1:her than those cited by Lenski. The nature of the population used in the study of eC'litors made it possible to use only two of Lenksi's vEllsiables, education and income. New ones selected were: editing experience, publication budget. and size of the col’tlpany. In discussing the Kenkel results, Lenski pointed c>l1t that even though the differences reported werenot 65 statistically significant, the direction of the differences (low status crystallization respondents tended to be more liberal) was the same as he had found in his study. Differences between high and low status crystalli- zation industrial editors also tended to be in one direction. That direction might be termed ?prestige.' MOre low status crystallization editors worked at their jobs full—time. and had top executive contact than did high status crystallization editors. The respects in which high and low crystallization editors differ suggest that companies employing low crystal- lization editors may be taking the first steps toward the kinds of communication programs advocated by spokesmen such as Foy and Dover. In suggesting drastic departures from traditional subject matter for industrial publications, Foy and Dover are speaking out for a more liberal editorial policy and for change in the role of the industrial editor. Companies employing low status crystallization <3ditors appear to be moving toward such a policy. These ifirms are creating physical conditions that will identify 1:he periodical as an important channel of communication. flflhey are making editorial positions full-time responsi- loilities and giving the editors access to top executives. 66 Although there are no other significant differences between high and low status crystallization editors in this study, it is possible that changes are now in the making and may be uncovered in future studies. Companies employing low crystallization editors have already made two crucial decisions——the budget and the organizational decision. It seems likely that a content decision based on communication needs defined by top management has already been made also, and evidence of the change should be seen in future issues of the publications. Both the general frequency counts and the status cyrstallization index indicate that there are some basic differences in the various editorial situations represented in this study. The literature of industrial editing, quoting working editors and business executives, bears out the existence of such differences. They are most evident .in publication content. Some companies take a ?hard" lline and handle even the most controversial matters: others satay away from such topics entirely. The next step in this research was an attempt to develop typologies of industrial editors to help answer ‘tihe question of what factors might determine the direction E1 publication would take. Topic suitability ratings 'EDIovided the basis for separating the various types through 67 factor analysis. Three types were identified. Factor Analysis Although the literature of industrial editing does not contain reports of formal research studies leading to the identification of various types, statements from individuals quoted in Chapter I indicate that the typologies describe with relative accuracy the main kinds of industrial editors. For example, Dover (4) is probably talking about the Type I editor, while Kidera (l3) and the New York School of Industrial and Labor Relations (1) may be describing Type II or possibly Type III. Use of the topic suitability ratings as a basis for the factor analysis permits some conclusions to be drawn concerning the relationship between the position of the editor in the company and the content of his publication. The most experienced, best educated, and highest IPaid editors--Type I--are most willing to handle controversial lissues. It is not likely the editors reached the content decision on their own. Their companies must have agreed 1hr: the treatment of such subjects, aCknowledged the editors' lgrublications as direct links between management, employees, and other interested persons, and then invested substantial Surns of money and time in the enterprises. These companies 0'3" fl \- 68 regard the job as a full-time responsibility more than in the case of the other two types. They also permit the editor greater access to the highest levels of management. Type I editors are concentrated in Transportation- ‘Communication and Manufacturing. Both these industries 1were early targets in the rise of the labor movement. The :need to communicate with employees was probably more acute .in these industrial classifications than in the other three surveyed. The large percentage of newspaper formats and the. .Iligh frequency of issue suggests a current and dynamic Iruedium. More Type I editors report reviews of publication <:>1>jectives within the last five years than do Types II or :IZJEI. Coupled with greater willingness to deal with contro- ‘v'eersial issues, this seems to indicate an attempt to keep *EB:EDI€aSt of current concerns and discuss vital issues, even though they may be somewhat delicate. The rejection by Type I editors of personal—service 'tz‘:?EDics, which are the typical content of many industrial publications, suggests these newspapers and magazines are r1<:,1:_ issued just for their morale-building or entertainment V76351~11e. The companies have something to say and use the p“1]Dlication as a channel for the message. 69 High acceptance of employee-centered topics by Type II editors indicates that the publications issued by this group are probably aimed at promoting a "family? feeling among employees, the company, and the customers rather than presenting management views on policy matters and current economic issues. This may account for the finding that these editors appear to operate at a somewhat lower level within the company than do the Type I editors. It is interesting to note the position of the Type II editors and that of Types I and III. The Type II editor- .has the lowest salary, the fewest assistantS. the Slowest budget, and the least regular contact with top ZLevels of management. This situation may to some extent Jreflect an indifferent attitude toward the publication by t:he company that supports it, and a lack of clear definition Of its job. Management recognition of Type II editors and their IEDIIblications is evident in three findings. Type II reports: ( .1) the most written statements of publication objectives. (~23) the most statements reviewed by top management officials. and (3) the most frequent suggestions for story topics by QCDrnpany executives. The Type II editor is more conservative than the EIEAKPe I editor, but here again, this probably reflects 70 company policy as much as the preference of the editor. Acceptance of two controversial topics--right-to—work lama and employee pay and how it is set-—by Type II editors suggests they are attempting to initiate discussion of these significant issues in their publications. In a sense, they may be closer to the employee audience than the Type I editor. Even in the matter of controversial issues, they appear to want to treat the issues more closely related to the employee and his job rather than the broader ones such as inflation, government intervention, or legal action .involving the company. The public relations-advertising orientation of the flDype III editor is reflected in the topic suitability .Jratings. Type III rejected employee—centered topics more 'tihan either of the other two types, and accepted strongly company-oriented material of the sort often used in public JIT€slations and promotional literature. An external audience, low frequency, magazine formats. and (part-time job aspects of the Type III editorial situation Slilggest that the periodical is an extension of the editor's I;rl1131ic relations or advertising duties. In addition, the is"El-Qt that these editors are called to help with advertising, Sales promotion, and public relations problems rather than 71 with personnel problems such as Types I and II are, indicates that Type III editors have different orientations than either of the other two. The Type III editor is mainly an advertising or sales promotion Specialist. In some instances he is an administrator, in charge of a whole department. MOre Type III respondents were hired by executives at the highest management levels than either of the other types; but they were probably hired for their sales and advertising talents rather than primarily as editors. Sales promotion and advertising is the main purpose of publications put out by {Pype III editors. There is evidently little need for simplification of purpose because they report the fewest nutritten statements of objectives, and also the lowest 1;»ercentage of statements reviewed during the past five :fiztears. .Jgriie Organizational, ContentL and B udget Decis ions When management decides, at least in general, what 'j—1tl wishes a publication to do, it then defines the editor's ij'CDJ: accordingly. The content. organizational, and budget Ea"SF-Ipects of the Type I, II, and III editorial situations a i :Efer substantially . pro Qw- ‘vu. i (II 0 a? 72 Management has obviously decided that publications edited by Type I editors will be used for forthright com- munication on controversial matters, has given the editors access to top-level information sources, and provided generous allowances for salaries and publishing expenses. In the case of Type II editors, thesfituation is somewhat different. Management has decided the Type II editor will speak to employees mainly on non-controversial but work—centered matters. Since he is not dealing with sensitive issues he can gather his information at lower management levels. While communication with employees is important in Type II companies, it does not warrant much in the way of salary, time, or publication budget resources. The Type III editor is an advertising and sales promotion man. In this role he has access to the highest company officials, in fact, he is often a top level executive himself. His publication is just one more medium for carrying the sales and advertising message ‘which it is his job to disseminate. liuture Possibilities At the present time a dichotomous split characterizes tihe field of industrial editing. Some argue for communication OFI sensitive issues in publications with management telling 73 its side of the story; others oppose this approach. The fact that the split is so close to being an even one may indicate that the whole field of corporate communication is in transition, and that the future will bring extensive change. When Foy and Harper first wrote their article for the Harvard Business Review the notion of forthright communication on controversial issues was much more startling than it is now. It may be that companies employing Type I and low crystallization editors are already making the change. The origins of the company publication are rooted in a good—will, morale-building tradition. Many were started during wartime when their main job was to encourage workers to make production quotas, and labor-management problems were at a minimum because of the state of national emergency. The situation has changed. In many matters, labor and management are no longer on the same side. Economic realities such as automation, competition from foreign manufacturers, and aloss of markets as new plastics replace old metals, may mean fewer jobs and less frequent increases in pay scales. The old patterns of labor-management relations no longer apply. Whether companies and employees wish to discuss controversial issues or not. they may be forced to. The need to know and understand the economic forces which are 74 changing the structure of labor—management interaction is too urgent to be ignored. It may be that the Manufacturing and Transportation— Communication industrial classifications, which employ the largest percentage of Type I editors, have already come to grips with the problem. These industries would be among the first affected by the changing economic patterns. A replication of this study several years from now might show only two types of editors--Type I communicating primarily with an internal audience, and Type III, communicating with an external audience. The Informal Channels Used by Editors The finding that a large proportion of industrial editors have almost no contact with top management is interesting. It is almost as if the editors have been assigned to do an impossible job. They must interpret the company to its publics from lower echelon positions which often leave them little time for the specific editing activity. Research in organizational communication by individuals such as Bavelas (2), Dubin (6), and March Simon and Guetzkow (17) suggests that the conditions required for effective performance of the job assigned are missing in many editorial situations. There is, for example, 75 the matter of ?uncertainty absorption? (17) defined by Nbrch.and Simon as occurring when inferences are drawn from a body of evidence and the inferences, instead of the evidence itself are then communicated: ?The person who summarizes and assesses his own direct perceptions and transmits them to the rest of the organization becomes an important source of informational premises for organization action. . . .? according to the authors. Editors are performing a summarizing function every time they publish a magazine or newspaper. The question is, how representative are these summaries. Do the articles truly reflect audience interests or are they merely innocuous pieces published because there is almost no chance of their offending anyone. If the latter is true, why publish a periodical at all. One open and question asked in this study was ?If you could make any changes you wished in your job, what would you do?? Only three percent of the respondents said they would change story-approval procedures. This is surprising because editors often complain about having to submit articles to various company officials for approval. One might expect story-approval procedures to be high on resPondents' lists of changes they would make in their 76 editorial situations. One explanation might be that some editors actually use the story approval contacts for informa— tion-gathering—-as an informal channel because formal channels are blocked by company protocol. In a sense. they are using feedback as an information-gathering technique. An editor who does not have access to top-level executives any other way may reach them by submitting an article and asking for official approval before publication. The underlying assumption is that ?no? is an answer, and better than a complete absence of any indication of what should be published. There may be a high mortality rate on certain kinds of stories: but at least the editor gains some information on management preferences. Characteristics of the Industrial Editor The industrial editors who todk part in this study are far different than their predecessors. In the past, almost anyone might be assigned to put out the company publication-~a secretary, clerk, or personnel assistant. Today's editorial assignment is for the most part a job for a college-trained professional. Only 12 per cent of the respondents had no college experience at all. The respondents' commitment to the field appears real. Two- thirds would advise a student to enter editing. Only four 77 per cent would give up the editor's job if they could, even though for many it is a part-time responsibility. Publications put out by these editors will be far different than those issued by untrained individuals, who crowded the pages with bland, happy—family-type stories. It seems reasonable to expect that the future will bring an upgrading of the content of industrial publications and improvement in the status of the editor. Conclusions 1. There are three main types of industrial editors. Types I and II edit publications for internal and combination audiences. Type III edits publications primarily for external audiences. As an industrial editor, Type I enjoys higher status than either of the other two types. He is the best educated. receives the highest salary, has more editing experience, more assistants, and greater access to top management levels than either of the other types. He is most likely to be in Transportation-Communication or Manufacturing industries. Type II editors have the smallest circulation publications, the lowest budgets, lowest salaries, and fewest assistants. They are the least likely ever to see the company 78 president. Type II editors are mainly in Service and Miscellaneous Industries. Type III editors are primarily advertising and sales promotion men. Some are top executives in these fields. They are the least experienced in editing, have the least college training, and work for the smallest companies. Type III editors are also most likely to be in Service and Miscellaneous Industries. There is a relation between the content of an editor's publication and the organizational aspects of his editorial situation. Type I editors, who have the greatest access to management, are most willing to handle controversial issues in their publications. Type II editors, who have less access to management, are more conservative than Type I editors and lean toward an employee emphasis in story content. They are not as willing to discuss broad economic issues as are Type I editors. Type III editors, reflecting their sales promotion and advertising responsibilities, handle strongly company-oriented topics and reject subjects with an employee emphasis. The correlation between liberalism and low status crystallization noted by Lenski appears to have appli- cation in a restricted occupational grouping as well 79 as in a segment of the general population if liberalism is defined as willingness to change. The editorial situations of low status crystallization editors represented departures from the norms for the total sample used in this study. Low study crystallization editors were more likely to work at their jobs full- time and have greater access to top management than high status crystallization editors. Although the content of industrial publications is still essentially conservative, there seems to be a trend toward more forthright communication on economic issues and labor—management relations topics. The lack of guidance from management that is found in some editorial situations suggests that the editors are to a great extent on their own. Since company protocol often blocks formal channels of upward communication. the editors must make extensive use of informal channels to gain cues concerning appropriate content for their publications. Industrial editing is still mainly a part—time activity. The concentration of full-time editors in Type I may indicate that as publication content changes the status of the editor will also change. and he will become a full-time. professional communicator. 80 10. Industrial editors today are much better qualified by education and experience than were their predecessors. They are also committed to the field of editing and do not wish to give up this responsibility, even though many of them have other duties. Suggestions for Further Research The three typologies identified in the factor analysis and the tendency noted in the status crystallization results represent statistically-derived descriptive material which is relatively scarce in the field of industrial editing. These findings may serve as a beginning for other studies, either broader in scope or more intensive in nature. 1. Content analysis of stories in company magazines might be used to predict whether the editors are Type I, II, or III. A follow—up mail questionnaire or personal interview would indicate how accurate predictions based on the content variable alone actually are. The typologies might be used in analysis of the effectiveness of company communication programs. If an editor charged with communicating with employees turned out to be a Type III editor, some of the problems inherent in the situation could be explained readily. 81 The entire question of how the industrial editor gathers story material, interprets it, and gets the article into printed form seems worthy of further attention. In many instances the editor works at a relatively low level in the organization and has little access to primary sources of information: yet he is the one who summarizes material and transmits his impressions to the company's various publics. The literature does not report any major field study of the industrial editor. Most of the research has been done by questionnaire, content analysis. or by inter— views with small samples of editors. Some questions, particularly those related to informal channels of communication used by editors, could be answered better in a face-to—face interview situation. 10. 11. REFERENCES Barlow, Walter. Readership of company vs. union papers. In Second Annual Seminar In-Plant Communications. Ithaca: New York State School of Labor and Industrial Relations, 1955, 66-68. Bavelas. A. A mathematical model for group structures. Applied Anthropology, Summer. 1948, 1, 16-30. Cadigan, William J. The ICIE File. Akron: International Council of Industrial Editors, 1961, 5. Dover, C. J. Effective Communication in Company Publications. Washington: BNA Incorporated, 1959. . Silence—-an employee relations pitfall. Vital Speeches of the Day, Feb. 1. 1957, XXIII, 249-252. Dubin, Robert. Stability of human organizations, In Haire, MOdern Organization Theory. New YOrk: John Wiley and Sons. 1959. Foy, Fred C. and Harper, Robert. Round one: union vs. company publications. Harvard Business Review, May-June, 1955, XXXIII, 59-67. Gebbie, Con. HOuse Magazine Directory. New York: Gebbie Press, 1958. Habbe, Stephen. Communicating With Employees. Report NO. 129. New York: National Industrial Conference Board, 1952. International Council of Industrial Editors Reporting, January, 1960,.l2, 18—20. International Council of Industrial Editors Operation Tapemeasure. Akron, 1956. 82 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 83 Kenkel, William F. The relationship between status consistency and politico—economic attitudes. American Sociological Review, 1956, 21, 365-368. Kidera, Robert A. An analysis of the contents of the employee publications of five national corporations and the possible immediate effects they produced on employees from 1932 to 1948. Unpublished Master's thesis, Marquette Univ., 1949, 87-89. Lenski, Gerhard. Status crystallization: a non- vertical dimension of social status. American Sociological Review, August, 1954, 19, 405-13. . Comment on Kenkel's communication. American Sociological Review, 1956. 21, 368-69. McCloskey, James. Industrial Journalism Today: . Editorial Policy and Content. New YOrk: Harper and Brothers, 1959, 4. March, James G., Simon, Herbert A., and Guetzkow, Harold. Organizations. New YOrk: John Wiley and Sons, 1958. Newcomb, Robert and Sammons, Marguerite. Employee Communications in Action. New YOrk: Harper and Brothers, 1961. Payne, Millard G., Jr. Special problems of the company magazine. Unpublished Master's thesis, Univ. Texas, 1958, 103—105. Selltiz, Claire op a1. Research Methods in Social Relations. New York: Holt, Rinehart and Winston, 1962. 373-76. Standard Industrial Class Manual. Washington, D.C.: Bureau of the Budget, 1957. Stephenson, William. The Study of Behavior. Chicago: University of Chicago Press, 1953. Stone, William Jesse, Jr. Industrial magazine problems arising from the editor-management relationship. Unpublished Master's thesis, Univ. Texas, 1958. 84 24. Thurstone. L. L. Multiple Factor Analysis. Chicago: University of Chicago Press, 1947. 25. WOods, LaVerne Ellis. A general survey of industrial publications and industrial editing in Iowa. Unpublished Master's thesis, State Univ. Iowa. 1950. APPENDICES APPENDIX.A COVER LETTERS AND QUESTIONNAIRE MICHIGAN STATE UNIVERSITY ' East Lansing Communications Research Center East Lansing, Michigan November 21, 1961 Dear We realize how many things come to an editor's desk everyday, and we hesitate to add even one more; but we need your help very much. As you know, research in the field of industrial editing is not too extensive, although millions of dollars are spent on company publications each year. For that reason, we would like to ask some questions about you and your job. We hope the results of our work will stimulate further research in industrial editing, and provide data that will be of value to you and of interest to your boss. The questionnaire was pre -tested on members of the Michigan Communi- cators Association, and we have incorporated the suggestions of these working editors . All replies will be confidential . No company identifications or signatures are required. Our sample is a stratified one, representative of the nearly 4, 000 publica- tions in the Gebbie Press House Magazine Directory. The results will be much more accurate if each editor who receives a questionnaire participates . We hope you will. As soon as the data are analyzed, we will let you know the results of the study. Will you please take a few minutes to fill out the questionnaire and drop it into the mail today? Yours truly, Betty E . McGuire MICHIGAN STATE UNIVERSITY - East Lansing Communications Research Center December 8, 1961 Dear Ordinarily a follow -up letter sent to recipients of a mail questionnaire is simply a plea to send back the completed forms . But the response of editors to our initial mailing two weeks ago is so gratifying that we would like to say thank you and tell you a little more about the study . Coding of responses to our questions about editors and publications has begun and the data will be processed by IBM. With the help of MISTIC, the University's digital computer, we hope to come up with findings that will stimulate further research and be of value to you . The sample of editors selected for the study was stratified according to industry and circulation. Before analysis of the data can begin, we must have an equal number in each category. We are still a little short of the number needed in a few of the blocks. If. by chance, the first questionnaire we sent you was lost in the holiday rush, will you please fill out the one that is en- closed and return it today? No signatures or company designations are required. Since the questionnaires are not signed, there is no way for us to tell which editors have returned theirs; so you may have already sent yours back to us . In that case, perhaps you would like to keep the second copy in your files until next May when we will send you a summary of the results . Each editor asked to participate in the study speaks for many others . If the results are to be truly representative, we urgently need the help of every editor in the sample . Sincerely yours, Betty McGuire 10. ll. COMMUNICATIONS RESEARCH CENTER MICHIGAN STATE UNIVERSITY According to the Gebbie Press directory, your publication is: Audience Format Frequency Circulation If this is not right, please strike out the wrong information, and write in the correct facts. What is the nature of your company's business? How many employees does the company have? How many years have you been in industrial editing? What is the last grade in school you have completed? Junior high or less 1 year college 1 year high school 2 years college 2 years high school 3 years college 3 years high school College graduate _ Completed high school More than 4 years college If you attended college, what was your major? How many college courses have you had in the following? Economics Labor relations Political Science Psychology Business administration Journalism Have you attended special seminars or workshops on these topics? Yes No If yes, who were the sponsoring organizations? Into which monthly salary range do you fall? $100 -300 $401 -600 Over $900 $301 -400 $601 -900 Sex: Male Female Do you devote full time to your publication? Yes No If not, what other duties do you have? 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. Do you have full -time assistants? Yes If yes, how many? No Do you operate on a specific budget? Yes No What are the approximate annual production costs for your publication, exclusive of salaries? Who hired you? President General Manager Executive Vice President Personnel Manager Industrial Rel. Mgr . Public Rel . Director Other (please specify) To whom do you now report directly? Where do you expect to be five years from now? In the same job In the same field but at a higher level In a different kind of work entirely If a student came to you and said he was interested in entering the profession of industrial editing, would you advise him to do so? Yes No Not sure Please put the number 1 beside the job in the list below which you feel carries the most prestige, then rank the others 2, 3, 4, and S in order of importance. High school teacher Dentist Industrial editor Newspaper columnist Civil engineer Aside from generally informing people about the company, what do you consider to be the major purposes of your publication? Do you have a written statement of aims and objectives for your publication? Does the statement list specific topics that should be covered? Yes —_ Has the statement been reviewed within the last five years? If k’t‘s‘ by whom? Yes No Yes No 24. How often do you have conferences with the President to discuss subjects for articles? Monthly Annually Several times a year Other (please specify) Never 25 . Do you have conferences with executives other than the President: Monthly Annually Several times a year Other (please specify) Never 26. Do executives of the company, including the President, suggest topics for articles: Often Seldom Never 27 . How often are you called to help with company problems? 28 . Please list a few of the problems. 29 . In terms of how the President of the company looks at your publication, please check the position you think he takes: Very necessary for well -being of company Fairly necessary for well -being of company Not really very necessary at all 30 . Has the company ever done a survey to ascertain reader interest in your publication? Yes No If yes, what were the main results? 31 . If you could make any changes you wished in your job, what would you do? Uh . FCCFCU. 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W00 0.08 0H 80 008 2.0 0000" 000000803 m . m 000000 80 .000. 00 0.600 H0- E00m0|0m «00" 00.0 .00 800” 000000308 o . 0. 000000 «00 005. on .0000 H0- 010% 80m 000 0000" 000000808 “#0000000 000 000000808 90003.00 00¢. 000 00$ 0H 00 00... 00mg -8 $200.0 00.20 $00. 000050 008000000 02000 08003.00 .000 05080008 000000000 0000008080 0v. 00:00.00 00 080000.000 ”0.00.0800" 00000 0% 080000000 C800 008000000 :0 035. on 008005. $000000 0» 080000000 000%0000000 0008000 00. 00$. 8080000 00 0000.0 on 00000300 .200 00 m0u0080m 0.000000 H00. 0088002000 n0 0000.03. 00080.00 00 8200 00 $0000 008003. 00080 000 000080 APPENDIX B LIST OF INDUSTRIAL CLASSIFICATIONS I. Services: Hbtels. rooming houses, camps, and other lodging places Personal services Miscellaneous business services Automobile repair, automobile services, and garages Miscellaneous repair services Motion pictures* Amusement and recreation services. except motion pictures Medical and other health services Legal services Educational services Museums. art galleries, botanical and zoological gardens Nonprofit membership organizations Private households Miscellaneous services *All media--newspapers, radio—tv, etc. were classified as Service industries for this study. II. Transportation, communication. electric. gas. and sanitary services: Railroad transportation Local and suburban transit and interurban passenger transportation Motor freight transportation and warehousing ‘Water transportation Transportation by air Pipe line transportation Transportation services Communication Electric, gas, and sanitary services 95 III. Wholesale and retail trade: Wholesale trade Retail trade-—building materials, hardware, and farm equipment Retail trade-—general merchandise Retail trade--food Automotive dealers and gasoline service stations Retail trade--apparel and accessories Retail trade--furniture. home furnishings, and equipment Retail trade--eating and drinking places Retail trade--miscellaneous retail stores IV. Government. finance. insurance. and real estate Government: Federal government State government Local government International government Finance. insurance. and real estate: Banking Credit agencies other than banks Security and commodity brokers. dealers, exchanges. and services Insurance carriers Insurance agents, brokers. and service Real estate Combinations of real estate, insurance. loans, law offices Holding and other investment companies V. Miscellaneous industries Agriculture. forestry. and fisheries: Commercial farms Noncommercial farms 96 Agricultural services and hunting and trapping Forestry Fisheries Mining: Metal mining Anthracite mining Bituminous coal and lignite mining Crude petroleum and natural gas Mining and quarrying of nonmetallic minerals, except fuels Contract construction: Building construction--general contractors Construction other than building construction-- general contractors Construction--special trade contractors Manufacturing: Ordnance and accessories Food and kindred products Tobacco manufactures Textile mill products Apparel and other finished products made from fabrics and similar materials Lumber and wood products. except furniture Furniture and fixtures Paper and allied products Printing. publishing. and allied industries Chemicals and allied products Petroleum refining and related industries Rubber and miscellaneous plastics products Leather and leather products Stone. clay. and glass products Primary metal industries 97 Fabricated metal products. except ordnance. machinery. and transportation equipment Machinery. except electrical Electrical machinery. equipment. and supplies Transportation equipment Professional. scientific. and controlling instruments; photographic and optical goods; watches and clocks Miscellaneous manufacturing industries APPENDIX C TABLE S 99 OOH HOH OO OOH mOH HOH Hmuoe N m H m I! m H030G0 OZ 0 0H 0H m 0H m msuHOO.Om m m v m m N 000.0Nlaoo.md 0 m s OH O m .OOO.0H-HOO.OH m m 0 0H 0 HH ooo.OHIHom.h m w m 0 0H N oomahlaoo.m ma 0H ma ma mN 0H ooo.mIHom~N 0H 0H Ha ma 0N OH oom.NlHoo.H Ha Ha ma 0H m OH ooo.HIHom ma ON 0H 0H 0 N0 H0000 000 com x , X x x X x Amvm ZV Ame ZV ANN 2v Amw Zv ANB Zv Amm zv .mmmao .00H .0002 .mmz 0000000 .00009 00H>u0m 00000H050 mo H0QEDZ .00H HHfi coHumOHmHmmmHo HmHsumsocH l ll .cowumoflmwmmmau HMHuumsncfl an 000>0H0E0 0000500 no 009802 .om manna .000000 0HO£3 0000000 00 0000000 000000m HHd «0002 100 OOH mm Om 0m Amwm zv 000H000H00000HU H0H000000H HH¢ OOH 0m - Nm 0m Ame Zv 00H000000H 000000HH000H2 HOH me 00 Hm Am» 20 0000500000002 OOH mm Om mm 000 zv 0000000 OOH 0m Hm mm AN0 20 00H0000005000I00H0000o000m09 OOH mm mm 0m Ame Zv 0UH>00m X x. X x H0009 00 000 HO0.0H OOO.OHIHOO.m 00000 000 OOO.m 00H000HHH000HU H0H0¢0000H . 00H00H000H0 .0000000HMH000H0 H0H0000000 0>Hm 0H mcoHumoHHnsm mo 0NH0 00H00H000HU .HN 0Hnma 101 Table 22. Total per issue circulation of publications edited by respondents in five industrial classifications. 1— —1- Industrial Classification Per issue circulation Finance 9,862,925 Transportation-Communication 1,510,650 Miscellaneous Industries 1,484,860 Manufacturing 1,208,275 Service 1,034,725 Total 15,081,435 Table 23. Audiences of publications by industrial classification. Audience Industrial Internal External Combination Total Classification ‘% 96 % % Service (N 65) 39 26 35 100 Trans-Comm. (N 72) 54 11 35 100 Finance (N 69) 41 22 ' 38 101 Manufacturing (N 72) 32 19 49 100 Misc. Ind. (N 65) 42 14 45 101 All Industrial Classifications (N 343) 41 18 40 99 NOte: All figures rounded to nearest whole number. 102 .000000 0H003 0000000 00 0000000 0000000 HH4 «00oz OOH mm OOH OOH mm OOH H0009 m 0 OH OH 0 0H 0000HH0m m m II m It m 00000H030z mm mm mm 0H mm mm 000000302 mm mm 0m 00 mm mm wa0ummmz mm 0» mm mm mm mm Amwm zv Amo zv Amb zv A00 zv Ann zv Ame 2v 000000 00000HU HHm .00H .Umdz .00000002 0000000 .00008 000>00m c0000000000000 Hm0uumscc0 .000000 >0 0000000000000H0 H000000000 0>00 00 00000000Hn0m .fim 0HQ09 103 .000500 0H003 0000000 00 0000000 0000000 HH¢ ”00oz 00 000 000 00 000 000 00000 N m m H M 030000: N m 0 0 m N 00000 00 om 00 00 0 mm 000000000 om 00 mm 0 mm mm 0000coau0m om 00 00 00 mm mm 0000:02 m m 0 n- 0 m 000003-00 0 m I- m 0 0 000003 x «a x x x x Amwm 20 000 20 000 20 000 20 Amp 20 0mm 20 000000000 .000HU .00H HHm .00H .0002 m000000000002 0000000 .00009 000>000 c000000000000o 0000000000 .0000000000000H0 H000000000 0>0m 00 0H00000000m mo 0000000HQ0Q mo >0000w00m .mN 0H309 104 Table 26. Percentage of publications with specific budget allocations by industrial classification. 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