Communication Architecture Design for Real-Time Networked Control Systems

Networked control over data networks has received increasing attention in recent years. Among many problems in networked control systems (NCSs) is the need to reduce control latency and jitter and to deal with packet dropouts. This paper introduces our recent progress on a queuing communication architecture for real-time NCS applications, and simple strategies for dealing with packet dropouts. Case studies for a middle-scale process or multiple small-scale processes are presented for TCP/IP based real-time NCSs. Variations of network architecture design are modelled, simulated, and analysed for evaluation of control latency and jitter performance. It is shown that a simple bandwidth upgrade or adding hierarchy does not necessarily bring benefits for performance improvement of control latency and jitter. A co-design of network and control is necessary to maximise the real-time control performance of NCSs

Building an organizational change communication theory

The difficulty of communicating during organizational change has intensified with the prevalence of continuously changing organizations (Buchanan, Claydon & Doyle, 1999). The difficulty faced by managers is compounded by the lack of studies examining organizational communication within a context of organizational change (Eisenberg, Andrews, Murphy, & Laine-Timmerman, 1999; Lewis & Seibold, 1996). Not surprisingly then, is there a paucity of organizational change theory to guide further research and practitioners. This paper addresses the lack of organizational change communication research and contributes to theoretical development of communication during organizational change. A model of change communication during continuous change is presented from the analysis of two longitudinal empirical studies. Central constructs of the model are the monologic change communication, the dialogic change communication and the background talk of change. Further Van de Ven and Poole's (1995) Process Theories of Change are extended to consider the sequencing of the three constructs. The findings suggest that the sequencing of the dominant change communication approaches is informed by an alignment of individual communication competences and organizational change communication expectations.

Perceptions of Integration: What the Literature Says and What Stakeholders See

This paper compares perceptions of integrated marketing communication (IMC) to establish whether consumers perceive integration in the same way as the literature. It begins by reviewing the literature to identify shared assumptions about integration and factors thought to contribute to the integration of marketing communication and, in an experiment, compares these with the perceptions of consumers. Many of the shared assumptions in the literature have been supported by the findings of this study. Integration has been demonstrated to be both a strategy and a tactic. The strategic side is part of a management process and is unable to be observed by consumers from the marketing communication output. Consumers can, however, identify the tactics and are able to recall a number of integration factors such as logo, corporate colours and image. Consumers in the total message integration groups perceived the messages they received as more integrated than those in partial integration or no integration groups.