, CHAPTER 1 - DEFINING CORPORATE COMMUNICATION
reputation everything -0 influence advertising
-
is
by ,
direct experiences & news
Corporate Communication
-
Management function
'
framework for effektive Coordination of zu internat & external
Communication
' Overall purpose of establishing and mzintzining favorable reputation
. nur tue relationship with Stakeholders upon the Organisation is
economic and Social
ly dependent on
Activity types for CC professionals
geriet activities (planning, coordinzting, counselling CEOS & senior
managers)
-
man>
tactical activities (producing messzges disseminzting message)
-
,
Complexities
discipline have different Stakeholders
goals etc
-
, , .
wiche
geographical range
-
range of products ferries
-
Wide
Voices divisions & business unit
-
Key Concepts
Trends in CC
from Consolidated departments (19805) over
-
Corporate Identity deputati randi (19908 to
active Stakeholders ,
EWOM
,
new media (20108
, CHAPTER 2 - CC IN CONTEMPORARY ORGANIZATIONS
Historica development
"
19505 Industrial revolution Cmzss productionKonsumptio
Izte 19 century
-
)
→ increased
competition -0 rise of marketing Communications
early 20th Centerry muckraking journalism (Critical Message about products
)
→ rise
of public relations to Spread positive message about
Organizations
1930 economic depression →
1920
Organizations still Wanted to Sea their products
-
→
development of expertise on PR &
marketing (separate external discipline )
19805 2 separate discipline :
Communication (markets + products)
-
Marketing
- PR (publics + issues)
today
CC
department has
emerged -0 higher vertical structures
-
vertical Structures
→ '
divides
Organisation s primzry tasks into Smoker tasks
and activities (the higher in vertical Structure the
more authority )
horizontal Structures
Ocoordinzting between vertical Structures -0 cross functional
-
-
team -
work &
fcexibilityfgile
horizontal work Mechanism
multi -
functional teams :
natural work team (permanent , ongoing basis) tdskforce, team (ad hoc basis , for specific projec
agile team (flexible of professionals , to some specific problem or developlimprove pro
growping
stzndarized work processes tools to document processes discipline & departments (flow Charts process maps ,
: across
,
checktists , etc )
Council meetings :
representatives from different discipline → discuss Strategic issues & collaborator
Communication
guidelines zgreed : work procedure , house Style book (regulations tore wahres) , global band book > multinatio
reputation everything -0 influence advertising
-
is
by ,
direct experiences & news
Corporate Communication
-
Management function
'
framework for effektive Coordination of zu internat & external
Communication
' Overall purpose of establishing and mzintzining favorable reputation
. nur tue relationship with Stakeholders upon the Organisation is
economic and Social
ly dependent on
Activity types for CC professionals
geriet activities (planning, coordinzting, counselling CEOS & senior
managers)
-
man>
tactical activities (producing messzges disseminzting message)
-
,
Complexities
discipline have different Stakeholders
goals etc
-
, , .
wiche
geographical range
-
range of products ferries
-
Wide
Voices divisions & business unit
-
Key Concepts
Trends in CC
from Consolidated departments (19805) over
-
Corporate Identity deputati randi (19908 to
active Stakeholders ,
EWOM
,
new media (20108
, CHAPTER 2 - CC IN CONTEMPORARY ORGANIZATIONS
Historica development
"
19505 Industrial revolution Cmzss productionKonsumptio
Izte 19 century
-
)
→ increased
competition -0 rise of marketing Communications
early 20th Centerry muckraking journalism (Critical Message about products
)
→ rise
of public relations to Spread positive message about
Organizations
1930 economic depression →
1920
Organizations still Wanted to Sea their products
-
→
development of expertise on PR &
marketing (separate external discipline )
19805 2 separate discipline :
Communication (markets + products)
-
Marketing
- PR (publics + issues)
today
CC
department has
emerged -0 higher vertical structures
-
vertical Structures
→ '
divides
Organisation s primzry tasks into Smoker tasks
and activities (the higher in vertical Structure the
more authority )
horizontal Structures
Ocoordinzting between vertical Structures -0 cross functional
-
-
team -
work &
fcexibilityfgile
horizontal work Mechanism
multi -
functional teams :
natural work team (permanent , ongoing basis) tdskforce, team (ad hoc basis , for specific projec
agile team (flexible of professionals , to some specific problem or developlimprove pro
growping
stzndarized work processes tools to document processes discipline & departments (flow Charts process maps ,
: across
,
checktists , etc )
Council meetings :
representatives from different discipline → discuss Strategic issues & collaborator
Communication
guidelines zgreed : work procedure , house Style book (regulations tore wahres) , global band book > multinatio
