Handbook of Corporate Communication and Public ... - Blogs Unpad
Handbook of Corporate Communication and Public ... - Blogs Unpad Handbook of Corporate Communication and Public ... - Blogs Unpad
and external relationships. The actions any particular corporation takes to achieve that goal depend in large part on the character of the organization and its relationship with its suppliers, its community, its employees and its customers. Enormous changes in the workplace have had an impact on the communication practices of corporations and organizations. Avoiding print, broadcast and electronic media no longer suffices as adequate communication policy or even effective corporate communication. A policy of developing strong channels of communication both internally and externally has become a standard for most organizations. Not only has the nature of corporate communication changed over the last few decades, the type of people who create the company messages has changed as well. The typical corporate communication professional is college educated with a degree in the humanities. A major in journalism, English, marketing, public relations, communication, or psychology is common. Generally, practitioners are loyal company people with a long record in the organization. This reflects the importance of the strategic nature of the organization’s communication. Often the professional has had a minor in economics or business, or depending on the company’s core business, some related technical discipline such as engineering or computer science. This may be in stark contrast to a previous generation of business professionals with a background in law or accounting who have handled the company communication. Using a communication professional underscored another shift in corporate communication emphasis from a total focus on the investment community or shareholders – any owner of the company’s shares or stock – to a broader interpretation of community which now includes all ‘stakeholders’. A stakeholder is anyone who has a stake in the organization’s success: vendors, customers, employees, executives, the local barber and the kid on the paper route. The explosion in the number and type of media available for communication has also had an impact on the communication professional. In the past, mastery of the written word was more than enough. Writing is still the core skill on which all others are built. But a mastery of essentials of broadcast media is now essential to the creation of corporate messages for TV, radio, email, cable news programmes devoted to business topics, multimedia and digital communication on computer networks, and public speeches. When all is said and done With all the changes in the nature of work, the tools, the people, the companies, maybe some simple guidelines might be helpful. How about Nordstrom’s They have two: 1 Use your best judgement 2 See rule 1. Judgement, wisdom, understanding, integrity – develop and rely on them. © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
REFERENCES Belkin, Lisa (2000) ‘Life’s work’, New York Times, 5 July, G1. Chronical of Higher Education (2000) ‘Remember when This fall’s freshmen may not’, 8 September, A10. ‘Corporate Communication Benchmark Study’ (2000) Corporate Communication Institute, (www. corporatecomm.org) ‘Corporate Communication Spending Study’ (2000) Corporate Communication Institute for the Council of Public Relations Firms. Deal, Terrence and Kennedy, Allan (1982) Corporate Cultures, Reading, MA: Addison-Wesley. Deal, Terrence and Kennedy, Allan (1999) The New Corporate Cultures, Reading, MA: Perseus Books. Gardyn, Rebecca (2000) ‘Who’s the boss The new American worker’, American Demographics September, 53–9. Gates, Bill (1996) The Road Ahead, New York: Viking. Goode, Erica (2000) ‘How culture molds habits of thought’, New York Times, 8 August, D1 and 4. Goodman, Michael B. (1994) Corporate Communication: Theory and Practice, Albany: SUNY Press. Goodman, Michael B. (1995) Working in a Global Environment, New York: IEEE Press. Goodman, Michael B. (1998) Corporate Communication for Executives, Albany: SUNY Press. McClain, Dylan Loeb (2000) ‘Forget the raise, give me some time off’, New York Times, 12 July, G1. Meyers, Gerald (1986) When It Hits the Fan: Managing the Nine Crises of Business, Boston: Houghton Mifflin. Moore, Geoffrey (1991) Crossing the Chasm, New York: Harper. Negroponte, Nicholas (1995) Being Digital, New York: Knopf. Ott, J. Steven (1989) The Organisational Culture Perspective, Pacific Grove, CA: Brooks/Cole. Ottman, Jacquelyn (1998) Green Marketing, Lincolnwood, IL: NTC Business Books. Perugini, Valerie (1996) ‘Anytime, anywhere’, IEEE Transactions on Professional Communication, 39(1), 4–15. Tahmincioglu, Eve (2000) ‘To shirkers, the days of whine and roses’, New York Times, 19 July, G1. Tapscott, Dan (1998) Growing Up Digital: The Rise of the Net Generation, New York: McGraw-Hill. Wellner, Alison Stein (2000) ‘Generational divide’, American Demographics, October, 52–8. Wellner, Alison Stein (2000) ‘Generation Z’, American Demographics, September, 61–4. Zonis, Marvin (1996) Speech at Chicago Graduate School of Business’s ‘Business Forecast ’97’ New York, December. Zuboff, Shoshana (1996) In The New York Times, 4 November, D1. © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
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<strong>and</strong> external relationships. The actions any<br />
particular corporation takes to achieve that<br />
goal depend in large part on the character <strong>of</strong><br />
the organization <strong>and</strong> its relationship with its<br />
suppliers, its community, its employees <strong>and</strong> its<br />
customers.<br />
Enormous changes in the workplace have<br />
had an impact on the communication practices<br />
<strong>of</strong> corporations <strong>and</strong> organizations.<br />
Avoiding print, broadcast <strong>and</strong> electronic<br />
media no longer suffices as adequate communication<br />
policy or even effective corporate<br />
communication. A policy <strong>of</strong> developing strong<br />
channels <strong>of</strong> communication both internally<br />
<strong>and</strong> externally has become a st<strong>and</strong>ard for<br />
most organizations.<br />
Not only has the nature <strong>of</strong> corporate<br />
communication changed over the last few<br />
decades, the type <strong>of</strong> people who create the<br />
company messages has changed as well. The<br />
typical corporate communication pr<strong>of</strong>essional<br />
is college educated with a degree in the<br />
humanities. A major in journalism, English,<br />
marketing, public relations, communication,<br />
or psychology is common. Generally, practitioners<br />
are loyal company people with a long<br />
record in the organization. This reflects the<br />
importance <strong>of</strong> the strategic nature <strong>of</strong> the<br />
organization’s communication.<br />
Often the pr<strong>of</strong>essional has had a minor in<br />
economics or business, or depending on the<br />
company’s core business, some related technical<br />
discipline such as engineering or computer<br />
science. This may be in stark contrast to a<br />
previous generation <strong>of</strong> business pr<strong>of</strong>essionals<br />
with a background in law or accounting who<br />
have h<strong>and</strong>led the company communication.<br />
Using a communication pr<strong>of</strong>essional underscored<br />
another shift in corporate communication<br />
emphasis from a total focus on the<br />
investment community or shareholders – any<br />
owner <strong>of</strong> the company’s shares or stock – to a<br />
broader interpretation <strong>of</strong> community which<br />
now includes all ‘stakeholders’. A stakeholder<br />
is anyone who has a stake in the organization’s<br />
success: vendors, customers, employees, executives,<br />
the local barber <strong>and</strong> the kid on the<br />
paper route.<br />
The explosion in the number <strong>and</strong> type <strong>of</strong><br />
media available for communication has also<br />
had an impact on the communication pr<strong>of</strong>essional.<br />
In the past, mastery <strong>of</strong> the written<br />
word was more than enough. Writing is still<br />
the core skill on which all others are built. But<br />
a mastery <strong>of</strong> essentials <strong>of</strong> broadcast media is<br />
now essential to the creation <strong>of</strong> corporate<br />
messages for TV, radio, email, cable news programmes<br />
devoted to business topics, multimedia<br />
<strong>and</strong> digital communication on<br />
computer networks, <strong>and</strong> public speeches.<br />
When all is said <strong>and</strong> done<br />
With all the changes in the nature <strong>of</strong> work, the<br />
tools, the people, the companies, maybe<br />
some simple guidelines might be helpful.<br />
How about Nordstrom’s They have two:<br />
1 Use your best judgement<br />
2 See rule 1.<br />
Judgement, wisdom, underst<strong>and</strong>ing, integrity<br />
– develop <strong>and</strong> rely on them.<br />
© 2004 S<strong>and</strong>ra Oliver for editorial matter <strong>and</strong> selection;<br />
individual chapters, the contributors