A Balanced Scorecard developed    to measure and improve     communication quality                    Measuring        Org...
Sources /more info:   Vos, M. & H. Schoemaker (2004), Accountability of communication    management; a balanced scorecard...
Why a balanced scorecard forcommunication? Professionalising communication  management From promotion of communication  ...
Communication management   One of the functional areas of an    organization   Strenghtening the basis for interaction  ...
Field of forces, arena                                    jobmarket                                    trends             ...
Communication contributes to:(source: Vos&Schoemaker, 2011, Integrated Communication) Input problems:  people, finance, i...
Key competence areas(source: Vos&Schoemaker, 2011, Integrated Communication)              Interface                       ...
The contribution of communicationto the organizational policy aimed at           Organizational policy             Communi...
Communication quality     Allocation of                  Allocation of     manpower                       budget    Do we ...
Quality dimensionsSource: Vos&Schoemaker (2004) , Accountability of Communication A. Concern                   B. Marketin...
marita.vos@jyu.fi   11
Useful for: Professional reflection Team discussion Quick scan Structural quality control:  assessment, based on facts...
A quality system   Setting                           4. Measurement by auditors                5. Team discusses         ...
Case studies:Source: Vos (2009), Communication quality and added value, Journal of Communication Management 13 (4).    Wh...
TransparancyAccessibilityPublicityResponsivenessInteractive policyCommunication policyEffectivity and efficiency          ...
Cobweb with quality dimensions                                                                     Corporate              ...
What is the communication qualityin the municipalities?   Accessibility and Publicity are    high, older criteria than   ...
How is the measurement methodevaluated? Less time-consuming than expected Timing is key It lead to improvement plans an...
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Communication Scorecard by Vos & Schoemaker

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The slides explain the method of the Communication Scorecard developed by us and refer to our publications for more information. The slides can be used with reference.

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Communication Scorecard by Vos & Schoemaker

  1. 1. A Balanced Scorecard developed to measure and improve communication quality Measuring Organizational Communication & PRprof. Marita Vos PhD, University of Jyväskylä, Finland
  2. 2. Sources /more info: Vos, M. & H. Schoemaker (2004), Accountability of communication management; a balanced scorecard for communication quality, Amsterdam, Boom-Lemma. (free download Google Books) Vos, M. (2009), Communication quality and added value: a measurement instrument for municipalities, Journal of Communication Management, Vol.13, Issue 4, pp.362-377. Vos, M. & H. Schoemaker (2011), Integrated Communication; concern, internal and marketing communication, The Hague, Eleven Publishing, 4rd edition (Dutch version 9th edition 2011 published by Boom Lemma, Den Haag). For Dutch publications and support materials see www.vos-schoemaker.com marita.vos@jyu.fi 2
  3. 3. Why a balanced scorecard forcommunication? Professionalising communication management From promotion of communication to prioritising, overview Accountability Quality control marita.vos@jyu.fi 3
  4. 4. Communication management One of the functional areas of an organization Strenghtening the basis for interaction with parties in the social environment marita.vos@jyu.fi 4
  5. 5. Field of forces, arena jobmarket trends social trends personnel, unions, internal relations pressure groups consumers,media clients technologicaltrends trends intermediaries, suppliers media organization financiers, general public, shareholders neighbours economical political governement, trends politicians competitors trends marita.vos@jyu.fi 5
  6. 6. Communication contributes to:(source: Vos&Schoemaker, 2011, Integrated Communication) Input problems: people, finance, information (reputation, concern communication) Throughput problems: cooperation (internal communication) Output: products and services (marketing communication) marita.vos@jyu.fi 6
  7. 7. Key competence areas(source: Vos&Schoemaker, 2011, Integrated Communication) Interface Interface function function Organization Input: Throughput: Output: - materials - production - goods - people - cooperation - services - money process Concern Com Internal com Market. Com Social environment Developments
  8. 8. The contribution of communicationto the organizational policy aimed at Organizational policy Communication by the organization Communication department sum of activities The individual activities marita.vos@jyu.fi 8
  9. 9. Communication quality Allocation of Allocation of manpower budget Do we do the right things (choices made)? + Do we do them right (results, criteria)? marita.vos@jyu.fi 9
  10. 10. Quality dimensionsSource: Vos&Schoemaker (2004) , Accountability of Communication A. Concern B. Marketing C. Internal D. Organization of communication communication communication communication 1. Clarity 2. Environment orientation 3. Consistency 4. Responsivity 5. Effectivity and efficiency marita.vos@jyu.fi 10
  11. 11. marita.vos@jyu.fi 11
  12. 12. Useful for: Professional reflection Team discussion Quick scan Structural quality control: assessment, based on facts available 1 2 3 4 5 marita.vos@jyu.fi 12
  13. 13. A quality system Setting 4. Measurement by auditors 5. Team discusses using the balanced scorecard standards, criteria results and priorities Measuring 6. Action (plan) 3. Auditors adapt and evaluation Improvement the instrument Evaluation 2. Preparation in team New targets 1. Start meeting with pilot marita.vos@jyu.fi 13
  14. 14. Case studies:Source: Vos (2009), Communication quality and added value, Journal of Communication Management 13 (4). What is the communication quality in 4 municipalities? How is the measurement method evaluated? marita.vos@jyu.fi 14
  15. 15. TransparancyAccessibilityPublicityResponsivenessInteractive policyCommunication policyEffectivity and efficiency 20 40 60 80 100 M1 M2 Policy Communication M3 M4
  16. 16. Cobweb with quality dimensions Corporate Policy Transparancy Organization-bound 80 Average 60Effectivity and efficiency Accessibility 40 20 0Communication policy Publicity Interactive policy Responsiveness
  17. 17. What is the communication qualityin the municipalities? Accessibility and Publicity are high, older criteria than Responsiveness; Transparency needs improving Corporate communication has high scores; in Policy areas communication is not yet well integrated; much variation in Internal communication marita.vos@jyu.fi 17
  18. 18. How is the measurement methodevaluated? Less time-consuming than expected Timing is key It lead to improvement plans and supported early stages of consensus Useful in dialogue with top managers More research needed See Vos (2009), Communication quality and added value, Journal of Communication Management 13 (4) marita.vos@jyu.fi 18

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