Handbook of Corporate Communication and Public ... - Blogs Unpad
Handbook of Corporate Communication and Public ... - Blogs Unpad Handbook of Corporate Communication and Public ... - Blogs Unpad
Chairman CorpCom Committee Finance Director Committee Production Director Committee Marketing Director Committee HR Director Committee CEO President COO VP marketing VP finance VP production VP human resources VP CorpCom General council Director media relations Director investor relations Director employee relations Director government affairs Figure 6.3 Ideal structure for CorpCom function model Source: Argenti, P. (1998) Corporate Communication, 2nd edn, Boston, USA: McGraw Hill unquoted enterprises. In addition, the relationships between business strategy and management strategy and corporate communication strategy will be discussed. There is a lack of literature addressing the relationships between governance, and corporate communication and directorial duty. CorpCom academic literature authors address CorpCom in strictly management terms (Oliver, Van Riel, Dolphin et al.) and there is opportunity to develop a governance– CorpCom model by drawing on Argenti’s ideal structure for CorpCom function model (Figure 6.3). Argenti (1998) says that a strong centralized function with direct connections to the chief executive officer is the best way for a company to ensure the success of its corporate communication function. This chapter believes that Heath’s theory offers a constructive basis upon which unquoted enterprises – drawing on the corporate communication experiences that listed (quoted) enterprises employs – may be helped to improve their corporate communication strategies, policies and programmes implementation and evaluation practices. Yet today, when mistrust, confusion and competition lead communication interpretation, how © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
Organizational chart of a hypothetical company Board of directors, Annual report, house style, corporate advertising Public relations, press releases, corporate brochure Financial department, financial publications, annual report Administration, client contact, customer settlements R&D, government subsidies Personnel department, communication, annual social report, personnel adverts Legal department, public affairs, environmental problems Division A Division B Division C Purchasing, supplier contacts Production, supplier contacts, production communication Marketing Controller Figure 6.4 Organizational chart of a hypothetical company Source: Van Riel, CSM (1995) Principles of Corporate Communication Sales, client contacts, personal selling, catalogue Marketing communication, print and broadcast adverts, sponsorship, promotions, display direct marketing communication Market research, respondents/clients Production management, packaging, article presentation Marketing services, client contacts, complaints settlements can unquoted enterprise view corporate communication as relevant No literature appears to address the relationship between governance, director’s responsibilities and corporate communication. Because CorpCom writers, from Oliver to Van Riel, address CorpCom in strictly management terms, the various models (Oliver’s and Argenti’s) offer opportunity to develop a CorpCom governance model. Argenti (1998) argues that the CorpCom management position should be a strong centralized function directly reporting to and connected to the CEO. Many polls taken over recent decades in the United States, says Argenti (1998), consistently show a huge percentage of CEOs’ time spent communicating with various ‘constituents’ of the company, and he quotes research undertaken by the Tuck School of the Fortune 500 companies in the United States that shows CEOs have spent between 50 per cent and 80 per cent of © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
- Page 72 and 73: CHAPTER 4 Corporate and government
- Page 74 and 75: the collective and the planned towa
- Page 76 and 77: individual business executive cause
- Page 78 and 79: due to ‘handicaps in status’. D
- Page 80 and 81: definition of the national interest
- Page 82 and 83: This was the case with the Major go
- Page 84 and 85: Public silence, private analysis an
- Page 86 and 87: The tension between these perspecti
- Page 88 and 89: Principles and Practice, London: Th
- Page 90 and 91: have resulted in shifts in normativ
- Page 92 and 93: out of which twenty-three replies w
- Page 94 and 95: Argument over how public relations
- Page 96 and 97: ather than rank in order of perceiv
- Page 98 and 99: programmes. This is possible only i
- Page 100 and 101: A practitioner claims that research
- Page 102 and 103: elations. The term that seems to be
- Page 104 and 105: have in place some form of auditing
- Page 106 and 107: 2 Wheeler, T., D. Moss and J. White
- Page 108 and 109: CHAPTER 6 Communication similaritie
- Page 110 and 111: of mass communications, journalism
- Page 112 and 113: 2000). Stakeholders with a large st
- Page 114 and 115: But over time, both entrepreneurial
- Page 116 and 117: with a small and important number o
- Page 118 and 119: similarities of quoted (listed) or
- Page 120 and 121: expressed, especially in the United
- Page 124 and 125: their time on communication. Argent
- Page 126 and 127: question, debate the judiciary func
- Page 128 and 129: CHAPTER 7 Strategic challenges for
- Page 130 and 131: implementation which implies three
- Page 132 and 133: one major objective to aim at whils
- Page 134 and 135: The nurse The administrator The the
- Page 136 and 137: Patients and service users Non-care
- Page 138 and 139: whom a communication breakdown may
- Page 140 and 141: hospital as advocated by the profes
- Page 142 and 143: A changing local government environ
- Page 144 and 145: Act local Despite the original misg
- Page 146 and 147: Summary Both studies indicate the c
- Page 148 and 149: CHAPTER 8 Communication audits: bui
- Page 150 and 151: ship of key issues and relating com
- Page 152 and 153: • What are the key business probl
- Page 154 and 155: available the results will be, and
- Page 156 and 157: should also be publicized. In this
- Page 158 and 159: • give regular feedback on perfor
- Page 160 and 161: REFERENCES Cialdini, R. (2001) Infl
- Page 162 and 163: CHAPTER 9 The Olympic Games: a fram
- Page 164 and 165: well-structured department format,
- Page 166 and 167: Table 9.2 Seoul 1988 PR practices D
- Page 168 and 169: Table 9.4 Atlanta 1996 PR practices
- Page 170 and 171: according to the specific Australia
Organizational chart <strong>of</strong> a hypothetical company<br />
Board <strong>of</strong> directors, Annual report, house style, corporate advertising<br />
<strong>Public</strong> relations, press releases, corporate brochure<br />
Financial department,<br />
financial publications,<br />
annual report<br />
Administration,<br />
client contact,<br />
customer settlements<br />
R&D,<br />
government<br />
subsidies<br />
Personnel department,<br />
communication,<br />
annual social report,<br />
personnel adverts<br />
Legal department,<br />
public affairs,<br />
environmental<br />
problems<br />
Division A<br />
Division B<br />
Division C<br />
Purchasing,<br />
supplier contacts<br />
Production,<br />
supplier contacts,<br />
production<br />
communication<br />
Marketing<br />
Controller<br />
Figure 6.4 Organizational chart <strong>of</strong> a hypothetical company<br />
Source: Van Riel, CSM (1995) Principles <strong>of</strong> <strong>Corporate</strong> <strong>Communication</strong><br />
Sales, client contacts, personal selling, catalogue<br />
Marketing communication, print <strong>and</strong> broadcast adverts,<br />
sponsorship, promotions, display direct marketing<br />
communication<br />
Market research, respondents/clients<br />
Production management, packaging, article presentation<br />
Marketing services, client contacts, complaints settlements<br />
can unquoted enterprise view corporate communication<br />
as relevant<br />
No literature appears to address the relationship<br />
between governance, director’s responsibilities<br />
<strong>and</strong> corporate communication.<br />
Because CorpCom writers, from Oliver to Van<br />
Riel, address CorpCom in strictly management<br />
terms, the various models (Oliver’s <strong>and</strong><br />
Argenti’s) <strong>of</strong>fer opportunity to develop a<br />
CorpCom governance model.<br />
Argenti (1998) argues that the CorpCom<br />
management position should be a strong<br />
centralized function directly reporting to <strong>and</strong><br />
connected to the CEO. Many polls taken over<br />
recent decades in the United States, says<br />
Argenti (1998), consistently show a huge percentage<br />
<strong>of</strong> CEOs’ time spent communicating<br />
with various ‘constituents’ <strong>of</strong> the company,<br />
<strong>and</strong> he quotes research undertaken by the<br />
Tuck School <strong>of</strong> the Fortune 500 companies<br />
in the United States that shows CEOs have<br />
spent between 50 per cent <strong>and</strong> 80 per cent <strong>of</strong><br />
© 2004 S<strong>and</strong>ra Oliver for editorial matter <strong>and</strong> selection;<br />
individual chapters, the contributors
Change language