Vanderwaldti esitlus

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Vanderwaldti esitlus

  1. 1. Corporate Communication in a changing environment -by- De la Rey van der Waldt (PhD) Potchefstroom University for Christian Higher Education REPUBLIC OF SOUTH AFRICA
  2. 2. Framework <ul><li>Introduction </li></ul><ul><li>Research problem </li></ul><ul><li>Research objectives </li></ul><ul><li>Discussion </li></ul><ul><li>Conclusion and recommendations </li></ul>
  3. 3. 1. Introduction <ul><li>Change is part of the normal workday </li></ul><ul><li>Events help change stakeholder views </li></ul><ul><li>Practice change and enhance survival and sustainability </li></ul><ul><li>“ New organizations” are characterized by: flexibility, creativity, available info, team to recognition, good compensation and participative management </li></ul>
  4. 4. 2. Research problem <ul><li>Corporate communication refers to all the communication within an organisation. The enhancement of all the various elements of corporate communication will ease the pain of change of an organisation in a state of flux.   </li></ul><ul><li>However, it happens that organisations neglect certain elements of corporate communication due to various reasons, which ultimately leads to poor communication. </li></ul><ul><li>On the other hand they over-emphasise some of the corporate communication elements instead of integrating and co-ordinating all communication efforts. </li></ul>
  5. 5. 3. Research objectives <ul><li>To conceptualise corporate communication in a changing environment. </li></ul><ul><li>To describe how corporate communication could enhance the management of change. </li></ul><ul><li>To describe the value of strategic management of corporate communication. </li></ul>
  6. 6. 4. Discussion <ul><li>The evolution of corporate communication </li></ul><ul><li>Emphasis on American tradition </li></ul><ul><li>Europe developed fast in past decades </li></ul><ul><li>This paper holds that Van Riel’s (1995) classification is the most suitable to apply to corporate communication in a changing environment </li></ul>
  7. 7. Disciplines of corporate communication <ul><li>Managerial communication </li></ul><ul><li>Marketing communication </li></ul><ul><li>Organizational communication </li></ul>
  8. 8. Managerial communication <ul><li>Develop a vision </li></ul><ul><li>Build trust </li></ul><ul><li>Initiate and manage the change process </li></ul><ul><li>Empowering and motivate employees </li></ul><ul><li>Both internal and external communication </li></ul>
  9. 9. Marketing communication <ul><li>Emphasize the communication / promotional mix </li></ul><ul><li>Advertising is the most important element </li></ul><ul><li>Mostly external </li></ul>
  10. 10. Organizational communication <ul><li>Public relations </li></ul><ul><li>Environmental communication </li></ul><ul><li>Investor relations </li></ul><ul><li>Corporate advertising </li></ul><ul><li>Mostly internal communication </li></ul>
  11. 11. Functions of corporate communication <ul><li>Mirror function </li></ul><ul><li>monitoring the environmental developments </li></ul><ul><li>anticipate their consequences </li></ul><ul><li>Window function </li></ul><ul><li>preparation and execution of policy </li></ul>
  12. 12. Roles of the corporate communication practitioner <ul><li>Technician </li></ul><ul><li>traditional role / to implement </li></ul><ul><li>Manager </li></ul><ul><li>developing strategy and policy </li></ul><ul><li>Strategist </li></ul><ul><li>monitor environment and strategy formulation </li></ul><ul><li>related to the mirror function </li></ul>
  13. 13. Unpredictable change <ul><li>Normal part of the workday </li></ul><ul><li>Learn to live with it </li></ul><ul><li>Anticipate it </li></ul><ul><li>Capitalize on it </li></ul><ul><li>Communication can ease the pain of change </li></ul><ul><li>Change = external environment </li></ul><ul><li>Transition = from within </li></ul><ul><li>Transformation = dramatic shift in the organization </li></ul>
  14. 14. Characteristics of change <ul><li>Organizations do not change, people change </li></ul><ul><li>Change is difficult </li></ul><ul><li>People fear change </li></ul><ul><li>It threatens management also </li></ul><ul><li>It is non-linear </li></ul><ul><li>It has a personal dimension </li></ul><ul><li>Losses must be grieved over </li></ul><ul><li>People feel alone during change </li></ul><ul><li>People develop new ideas during the process </li></ul>
  15. 15. The role of communication in three distinct phases <ul><li>Puth (2002) </li></ul><ul><li>Communicate to let go of the old </li></ul><ul><li>Communicate in the neutral zone </li></ul><ul><li>Communicate for a new beginning </li></ul>
  16. 16. Let go of the old <ul><li>Beginnings depend on endings </li></ul><ul><li>Identify who is losing what </li></ul><ul><li>Accept reality </li></ul><ul><li>Accept subjective losses, overreaction </li></ul><ul><li>Accept grieving </li></ul><ul><li>Give information over and over again </li></ul><ul><li>Mark the endings </li></ul><ul><li>Treat the past with respect </li></ul><ul><li>Show how endings ensure continuity of what really matters </li></ul>
  17. 17. In the neutral zone <ul><li>Is nowhere between two somewheres </li></ul><ul><li>Anxiety, problems of the past, overload </li></ul><ul><li>Polarized groups of individuals </li></ul><ul><li>Organization is the most vulnerable </li></ul><ul><li>Set short term goals </li></ul><ul><li>The neutral zone is a lonely place </li></ul><ul><li>Followers feel isolated – communication makes people feel part </li></ul>
  18. 18. The new beginning <ul><li>Beginnings involve new understandings, new values, new attitudes and new identities </li></ul><ul><li>Successful change start with new beginnings </li></ul><ul><li>To make n new beginning, people need to understand the purpose, see the picture, understand the plan and know their part in the process of change </li></ul><ul><li>Communication ease the pain of change </li></ul>
  19. 19. 5. Conclusion and recommendations <ul><li>In a state of flux, organisations tend to over-emphasise control. </li></ul><ul><li>The integration and co-ordination of managerial communication, marketing communication and public relations are prerequisites if corporate communication is to ease the pain of change. </li></ul><ul><li>Problems with the process of change will not disappear magically, but it has to be managed. </li></ul>
  20. 20. People change, not organisations. Therefore people need to be informed.   Organisations must have a strategy aligned with the aims and goals of management. The corporate communication strategy should reflect the organisation’s corporate strategy. Strategy formulation and strategic planning is therefore a prerequisite for the developing of a sound corporate communication strategy.
  21. 21. Corporate communication strategy Adopted from Steyn & Puth (2000) <ul><li>Analyze the internal environment </li></ul><ul><li>Identify strategic stakeholders / publics </li></ul><ul><li>Identify and prioritize key strategic issues </li></ul><ul><li>Identify implications of strategic issues for stakeholders </li></ul><ul><li>Decide on a corporate communication strategy </li></ul>
  22. 22. Corporate communication strategy <ul><li>Set communication goals and policy </li></ul><ul><li>Conduct a media analysis </li></ul><ul><li>Determine the budget </li></ul><ul><li>Submit draft corporate communication strategy to top management </li></ul><ul><li>Develop a strategic communication </li></ul><ul><li>program / campaign / action plan </li></ul>
  23. 23. Thank you Baie dankie

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