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Corporate communication involves the
organization’s need to communicate in three
basic forms: marketing, organization and
management (Van Riel 1995). Arguing the
management positioning of CorpCom, Van
Riel suggests that communication is an indispensable
management tool. Supporting
the management functionality of CorpCom,
Dolphin (1999) says that CorpCom is an
approach rather than a technique.
It has developed into an essential management
discipline. It is an approach that sets
out to ensure the consistency of the corporate
message and the transparency of the
organization. It is a function that anticipates
issues, events and crises before they occur.
Through its messages and theme the organization
conveys its designed image and
person. Thus through commutation the
organization functions, its character and
mentality take on a life and form and it
becomes known to its various audiences.
(Dolphin, 1999)
Campbell and Yeung in Oliver (1997) purports
that
by being clear of the need to have a mission,
the need to create a relationship
between strategy and articulate behaviour
standards, managers avoid the superficial
attitude to mission and continue the analysis,
thinking and experimentation for long
enough to develop the mission that builds
‘a great company’. This is CorpCom at its
most basic marginalized professional level
but being incorporated as a core activity for
line management.
Oliver demonstrates this paradigm shift in the
assessment framework (Figure 6.2).
Openly (1982) (in Heath, 1994) states that
information increases identification and he
suggests employees identify with an organization
and become committed to it as they feel
they have sufficient information to make decisions.
Could this theory be adopted and
applied effectively to director responsibility in
terms of the responsibility for CorpCom at
governance in unquoted and quoted enterprises
For this chapter to propose such a view
it is important to address the functionalities
associated with governance issues in both the
listed and unquoted enterprises, and in family
4 Range of applications
5 Communication qualities
3 Performance criteria
A national standard for
corporate communication
6 Evidence requirements
2 The communication process
7 Knowledge and understanding
Figure 6.2 Assessment framework
Source: Oliver, S. M. (1997)
1 Corporate communication activities
© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors