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organizations: have academics and the practitioners missed the connection’, Public Personnel Management, 30, 445–56. Barrett, B. and Kernan, M. (1987) ‘Performance appraisal and terminations: a review of court decisions since Brito v. Zia with implications for personnel practices’, Personnel Psychology, 40, 489–503. Beck-Dudley, C. and McEnvoy, G. (1991) ‘Performance appraisals and discrimination suits: do courts pay attention to validity’, Employee Responsibilities and Rights Journal, 4, 149–63. Berger, C. and Bradac, J. (1982) Language and Social Knowledge: Uncertainty in Interpersonal Relations, London: Arnold. Bernadine, H., Kane, J., Ross, S., Spina, D. and Johnson, D. (1995) ‘Performance appraisal design, development and implementation’, in G. Ferris, S. Rosen, and D. Barnum (eds), Handbook of Human Resource Management, Cambridge, MA: Blackwell, pp. 462–93. Bohm, D. (1992) Thought As a System, London: Routledge. Cox, T. (1991) ‘The multicultural organisation’, Academy of Management Executive, 5, 34–48. D’Amica, J. and D’Amica, C. (1997) Workplace 2020: Work and Workers in the 21st Century. Indianapolis, IN: Hudson Institute. Dass, P. and Parker, B. (1999) ‘Strategies for managing human resource diversity: from resistance to learning’, Academy of Management Executive, 13, 68–80. Economist (1995) ‘Affirmative action: a strong prejudice’, 17 June, 69–70. Eden, C. and Huxham C. (1999) ‘Action research for the study of organisations’, in S. R. Clegg and C. Hardy (eds), Studying Organisation: Theory & Method, London: Sage, pp. 272–88. Ely, R. and Thomas, D. (2001) ‘Cultural diversity at work: the effects of diversity perspectives on work group processes and outcomes’, Administrative Science Quarterly, 46, 299–73. Fisher, G. (1988) Mindsets, Yarmouth, ME: Intercultural Press. Fiske, A. (1991) Structures of Social Life: The Four Elementary Forms of Human Relations, New York: Free Press. Gudykunst W. and Ting-Toomey, S., with Chua, E. (1988) Culture and Interpersonal Communication, Newbury Park, CA: Sage. Gudykunst, W. (1988) ‘Uncertainty and anxiety’, in Y. Kim and W. Gudykunst (eds), Theories in Intercultural Communication, Newbury Park, CA: Sage, pp. 123–56. Hofstede, G. (1980). Culture’s Consequences: International Differences in Work Related Values, Beverly Hills, CA: Sage. Hofstede, G. (1991). Cultures and Organisations: Software of the Mind, London: McGraw-Hill. Issacs, W. (1999) Dialogue: and the Art of Thinking Together, New York: Currency. Ivancevich, J. and Gilbert, J. (2000) ‘Diversity management: time for a new approach’, Public Personnel Management, 29, 75–92. Jandt, F. E. (1995) Intercultural Communication: An Introduction, Thousand Oaks, CA: Sage. Jay, C. (1968) ‘Study of culture: relevance of foreign languages in world affairs education’, in P. Castle and C. Jay (eds), Toward Excellence in Foreign Language Education, Springfield, IL: Office of Public Instruction. Jehn, K., Northcraft, G. and Neal, M. (1999) ‘Why difference makes a difference: a field study of diversity conflict and performance’, Administrative Science Quarterly, 44, 741–63. Kikoski, J. and Kikoski, C. (1999). Reflexive Communication in the Culturally Diverse Workplace, Westport, CT: Praeger. Loden, M. (1996) Implementing Diversity, Boston: McGraw Hill. Lustig, M. W. and Koester, J. (1999) Intercultural Competence: Interpersonal Communication across Cultures, New York: Longman. Martin, D. and Bartol, K. (1991) ‘The legal ramifications of performance appraisal: an update’, Employee Relations Law Journal, 17, 257–86. Rasmussen, T. (1996) The ASTD Trainer’s Sourcebook: Diversity, New York: McGraw Hill. Rynes, S. and Rosen, B. (1994) ‘What makes diversity programmes work’, HRM Magazine, October, 67–73. Schwartz, S., and Bilsky, W. (1990) ‘Toward a theory of the universal content and structure of values’, Journal of Personality and Social Psychology, 58, 878–91. Seelye, H. N. (1993) Teaching Culture: Strategies for intercultural Communication, Lincolnwood, IL: National Textbook Company. Senge, P. (1990) The Fifth Discipline: The Art and © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
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Page 2 and 3: HANDBOOK OF CORPORATE COMMUNICATION
Page 4 and 5: First published 2004 by Routledge 1
Page 6 and 7: PART II: CORPORATE COMMUNICATION AT
Page 8 and 9: Figures 2.1 Strategic employee comm
Page 10 and 11: Tables 2.1 Strategic objectives 5.1
Page 12 and 13: Contributors Anthony Clive Allen is
Page 14 and 15: David Pickton lectures and research
Page 16 and 17: organization as a whole beyond that
Page 18 and 19: Preface In its 250th anniversary ye
Page 20 and 21: PART I CORPORATE COMMUNICATION AT N
Page 22 and 23: enlightenment regarding cross-cultu
Page 24 and 25: participants had a sense of outcome
Page 26 and 27: 5 Working to define clear and measu
Page 28 and 29: game’ according to the men’s ru
Page 30 and 31: that assist the leader in perceivin
Page 32 and 33: interaction patterns are slow to ev
Page 34 and 35: and physical ability. As the concep
Page 38 and 39: CHAPTER 2 A best-practice approach
Page 40 and 41: implications and effects. Many mana
Page 42 and 43: 4 Effective media/forums: Effective
Page 44 and 45: The three-phase action plan contain
Page 46 and 47: Where are the company’s employee
Page 48 and 49: Once senior management has establis
Page 50 and 51: employee improvement efforts, at th
Page 52 and 53: CHAPTER 3 Knowledge management for
Page 54 and 55: take this further and distinguish b
Page 56 and 57: • The identification of the conce
Page 58 and 59: structured). The lack of formal org
Page 60 and 61: as they occur in and affect organiz
Page 62 and 63: kinds in organizations, data wareho
Page 64 and 65: tools, techniques, methods and prin
Page 66 and 67: the wider tasks of disseminating kn
Page 68 and 69: to achieve. Rich networks of contac
Page 70 and 71: management of these resources. Ther
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
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out of which twenty-three replies w
Page 94 and 95:
Argument over how public relations
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ather than rank in order of perceiv
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programmes. This is possible only i
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A practitioner claims that research
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elations. The term that seems to be
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have in place some form of auditing
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2 Wheeler, T., D. Moss and J. White
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CHAPTER 6 Communication similaritie
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of mass communications, journalism
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2000). Stakeholders with a large st
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But over time, both entrepreneurial
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with a small and important number o
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similarities of quoted (listed) or
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expressed, especially in the United
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Chairman CorpCom Committee Finance
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their time on communication. Argent
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question, debate the judiciary func
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CHAPTER 7 Strategic challenges for
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implementation which implies three
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one major objective to aim at whils
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The nurse The administrator The the
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Patients and service users Non-care
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whom a communication breakdown may
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hospital as advocated by the profes
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A changing local government environ
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Act local Despite the original misg
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Summary Both studies indicate the c
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CHAPTER 8 Communication audits: bui
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ship of key issues and relating com
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• What are the key business probl
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available the results will be, and
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should also be publicized. In this
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• give regular feedback on perfor
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REFERENCES Cialdini, R. (2001) Infl
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CHAPTER 9 The Olympic Games: a fram
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well-structured department format,
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Table 9.2 Seoul 1988 PR practices D
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Table 9.4 Atlanta 1996 PR practices
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according to the specific Australia
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etween venue operations and the pho
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Howard, S. (1998) Corporate Image M
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Meaning of the corporate brand Corp
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in today’s fast paced global comp
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managers and employees to keep up w
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in innovative products of a consist
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CHAPTER 11 Differing corporate comm
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would like to achieve. From the mom
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Most businesses have the potential
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clear majority of the respondents b
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Sales and business development team
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national differences, and they may
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imitate and copy others rather than
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and systems are altered. Communicat
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from business leaders to the people
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there were 78,339 firms involved in
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Table 12.1 Advertising industry tur
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loses the phonetic link with the or
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of the issues discussed here will h
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wants and attitudes, something that
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Table 12.10 How did you integrate t
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Table 12.14 What role does event sp
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NOTE 1 The Chinese names of interna
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linguistics; management and marketi
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your company is in. This brings us
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- securities - insider information;
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Only 8.8 per cent use a vendor for
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Building a corporate communication
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America some seventy years ago, onl
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and interpreting information. Liste
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• Electronic means: email, broadc
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People on their own and in organize
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LANs (local area networks) function
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Qualities of organizations and peop
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Technology and the environment The
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and external relationships. The act
Page 244 and 245:
CHAPTER 14 Assessing integrated cor
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ment of working relationships with
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Barriers to integrated corporate co
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addressed in each dimension and bet
Page 252 and 253:
example, the different strategies a
Page 254 and 255:
Integration of communication target
Page 256 and 257:
Dimensions of integration Very stro
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is an assessment tool. The resultin
Page 260 and 261:
CHAPTER 15 New technology and the c
Page 262 and 263:
However, there are also strong argu
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smaller groups of people, i.e. from
Page 266 and 267:
dominated by a handful of huge comp
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Figure 15.2 The changing face of Co
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PART III MANAGING IMAGE, IDENTITY A
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modes of delivery - it supports amo
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Conversely, and of equal importance
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open up new competitions in what we
Page 278 and 279:
May, with 24 hours non-stop music b
Page 280 and 281:
Kanter, R. M. (1989) When Giants Le
Page 282 and 283:
Table 17.1 The best corporate reput
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Mandelson, Henry McLeish, and Slobo
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Schultz, 1999). The second reason i
Page 288 and 289:
Table 17.3 Revenue (%) Less than $1
Page 290 and 291:
While there is little doubt that go
Page 292 and 293:
McCarthy, E. J. and Perrault, W. D.
Page 294 and 295:
Table 18.1 Operational functions of
Page 296 and 297:
Table 18.2 Differences between rout
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Due to the wide range of circumstan
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Legislative/regulatory (UK) Environ
Page 302 and 303:
The Turnbull Report encompasses iss
Page 304 and 305:
Data recovery Technology recovery B
Page 306 and 307:
as electrical supplies, voice and d
Page 308 and 309:
direction the media would take so t
Page 310 and 311:
on top of the building. Meridian we
Page 312 and 313:
the system/building failure was dow
Page 314 and 315:
Scotiabank’s incident response In
Page 316 and 317:
Scenario: phases 1 and 2 Info sourc
Page 318 and 319:
As vice president, Rex Engstrand, d
Page 320 and 321:
Luftman, J. N. (2003) Managing Info
Page 322 and 323:
Issues Issues management is part of
Page 324 and 325:
Agency Agency Agency Agency Transpa
Page 326 and 327:
tent. Such lack of website maintena
Page 328 and 329:
inging people in to work from home
Page 330 and 331:
e) deployed. In addition, the conse
Page 332 and 333:
Figure 19.5 Tesco has statements ab
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organization is something that has
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Mojo Wire, 11 is the website which
Page 338 and 339:
Someone got your copyright: you got
Page 340 and 341:
prevent a mass of comment in dozens
Page 342 and 343:
NOTES 1 Grunig, J. E. (1982), ‘Th
Page 344 and 345:
lifetimes. 2 A study by CBS News an
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• Do you agree the events of Sept
Page 348 and 349:
Table 20.1 Responses of senior-leve
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important and more significant assi
Page 352 and 353:
Table 20.3 Comparing mean scores be
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11th because stockholders and emplo
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email conversational interviews wit
Page 358 and 359:
CHAPTER 21 Public relations and dem
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about public policy options. This t
Page 362 and 363:
international flux and transformati
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etween organizations and publics. A
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elations. Some of these took their
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By the late 1950s and early 1960s m
Page 370 and 371:
PART IV THE FUTURE IS NOW
Page 372 and 373:
developed in this chapter as an aid
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composition can be judged by visual
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Figure 22.1 Toyota Source: Permissi
Page 378 and 379:
Response The represented participan
Page 380 and 381:
(11) Is the linearity (position of
Page 382 and 383:
(3) What is the integration of diff
Page 384 and 385:
Response The text is concerned with
Page 386 and 387:
CHAPTER 23 Methodological issues fo
Page 388 and 389:
The whole management endeavour is t
Page 390 and 391:
awareness of what is involved in in
Page 392 and 393:
• In making sense of the world, u
Page 394 and 395:
CHAPTER 24 Communication for creati
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simultaneously de-emphasizes the va
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y what the organization values and
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Opportunities for providing a varie
Page 402 and 403:
integrated organization is recogniz
Page 404 and 405:
Activities 1 Select three establish
Page 406 and 407:
Shepherd, M., Briggs, R., Reinig, B
Page 408 and 409:
demand for cultural insight (Coulma
Page 410 and 411:
The evolution of the knowledge econ
Page 412 and 413:
their products. In testimony before
Page 414 and 415:
language policies. With rare except
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Individuals possess unique personal
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Abrams (1983) goes on to describe l
Page 420 and 421:
dominant language emerges within hi
Page 422 and 423:
degree to which the language afford
Page 424 and 425:
Table 25.1 Functionality offered by
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Dhir, K. S. and Savage, T. (2002)
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Reeves, N. and Wright, C. (1996) Li
Page 430 and 431:
growth of public relations. There i
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economic downturn, the global corpo
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definition, demanded that it be bro
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Technology Anyone practising public
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nurses and pharmacists, and include
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1-way mandate from HQ 24% Local uni
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accounting procedures being used an
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of the tragedy of Enron, that 90 pe
Page 446 and 447:
expose the student to some thought
Page 448 and 449:
and the understanding that ‘trust
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CHAPTER 28 The new frontier for pub
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necessary (Grunig et al., 1995). Fo
Page 454 and 455:
culture-bound perspectives and assu
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audiences; in addition to communica
Page 458 and 459:
All respondents agreed that knowled
Page 460 and 461:
company needing more foot soldiers
Page 462 and 463:
(1995) Multicultural Public Relatio
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