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employee improvement efforts, at the same time bringing the improvements necessary to support the change programme, such as opening up the communication channels, increasing the role management plays in employee communication, and making communication central to the change programme. Summary In summary, change communication consists of the basic components of all good employee communication: targeted messages, selective media and clearly defined audiences, but it needs to be much more to facilitate change. During major change, effective employee communication holds an organization together, allowing the smooth operation of the organization and linking all other processes of the organization, such as the strategic and business planning processes, together to form the foundation for effective change communication. Raising employee communication to the strategic level is essential to the success of any organizational change effort. The strategic employee communication model and best practices bring employee communication to its necessary strategic level of operation and facilitate the design of a change communication plan that can make a major change programme succeed. In review, to develop a successful change communication programme, you should do the following: 1 Form a strategic communication team made up of a cross-functional, multi-level group of employees. 2 Assess current employee communication practices against best practices. 3 Target any gaps in communication for improvement immediately. 4 Work with senior management to develop a vision and strategic objectives. 5 Conduct cascading vision, strategy, job redefinition workshops. 6 Monitor the results throughout the change programme and be prepared to make adjustments if you find evidence of breakdowns in communication. NOTE 1 This research included secondary research as well as interviews of Fortune 500 companies. The resulting data base contains information on the model components as well as information on the communication staff functions, organization, and budget for over 40 companies. REFERENCES Ashkenas, R. N. and Francis, S. C. (2000) ‘Integration managers: special leaders for special times’, Harvard Business Review. Nov.–Dec., 108–16. Collins, J. C. and Porras, J. I. (1996) ‘Building your company’s vision’, Harvard Business Review Reprint, Sept.–Oct., 65–77. Eccles, R. G. and Nohria, N. (1992), Beyond the Hype: Discovering the Essence of Management, Boston: Harvard Business School Press. Jick, T. D. (1989) ‘The vision thing’, Harvard Business School Case, Boston: Harvard Business School Press, 1–7. © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
Kanter, R. M., Stein, B. A. and Jick, T. D. (1992) The Challenge of Organizational Change: How Companies Experience it and Leaders Guide It, New York: Macmillan. Katzenbach, J. (1995) The Real Change Leaders: How to Create Growth and High Performance at Your Company, New York: Random House. Kotter, J. P. (1995) ‘Leading change: why transformation efforts fail’, rpt in Harvard Business Review on Change, Boston: Harvard Business School Press. Strebel, P. (1996) ‘Why do employees resist change’, rpt in Harvard Business Review on Change, Boston: Harvard Business School Press. © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
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 36 and 37: organizations: have academics and t
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 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
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
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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
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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
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example, the different strategies a
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Integration of communication target
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Dimensions of integration Very stro
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is an assessment tool. The resultin
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CHAPTER 15 New technology and the c
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However, there are also strong argu
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smaller groups of people, i.e. from
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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
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May, with 24 hours non-stop music b
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Kanter, R. M. (1989) When Giants Le
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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
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Table 17.3 Revenue (%) Less than $1
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While there is little doubt that go
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McCarthy, E. J. and Perrault, W. D.
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Table 18.1 Operational functions of
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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
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The Turnbull Report encompasses iss
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Data recovery Technology recovery B
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as electrical supplies, voice and d
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direction the media would take so t
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on top of the building. Meridian we
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the system/building failure was dow
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Scotiabank’s incident response In
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Scenario: phases 1 and 2 Info sourc
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As vice president, Rex Engstrand, d
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Luftman, J. N. (2003) Managing Info
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Issues Issues management is part of
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Agency Agency Agency Agency Transpa
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tent. Such lack of website maintena
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inging people in to work from home
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e) deployed. In addition, the conse
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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
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Someone got your copyright: you got
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prevent a mass of comment in dozens
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NOTES 1 Grunig, J. E. (1982), ‘Th
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lifetimes. 2 A study by CBS News an
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• Do you agree the events of Sept
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Table 20.1 Responses of senior-leve
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important and more significant assi
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Table 20.3 Comparing mean scores be
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11th because stockholders and emplo
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email conversational interviews wit
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CHAPTER 21 Public relations and dem
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about public policy options. This t
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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
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PART IV THE FUTURE IS NOW
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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
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Response The represented participan
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(11) Is the linearity (position of
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(3) What is the integration of diff
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Response The text is concerned with
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CHAPTER 23 Methodological issues fo
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The whole management endeavour is t
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awareness of what is involved in in
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• In making sense of the world, u
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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
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integrated organization is recogniz
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Activities 1 Select three establish
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Shepherd, M., Briggs, R., Reinig, B
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demand for cultural insight (Coulma
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The evolution of the knowledge econ
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their products. In testimony before
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language policies. With rare except
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Individuals possess unique personal
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Abrams (1983) goes on to describe l
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dominant language emerges within hi
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degree to which the language afford
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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
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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
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expose the student to some thought
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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
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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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