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The Theory and Practice of Corporate Communication


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Introduction Foreword by Elliot Luber: The Science of Corporate Communication Gods and General Managers L'essence de L'elephant Just in Time... A Brave New, Flat World The Take Away A. Why a New Book on Corporate Communication? 1. Corporate Communication as a Field of Study and a Community of Practice The Missing Link of Corporate Communication as a Field of Study Corporate Communication as a Community of Practice Attempts to Integrate the Field of Corporate Communication The Challenge to Identify the Construct Space of Corporate Communication Overhauling the Field The Need for a Theoretically Based Organizing Framework Summary Review Questions B. Strategic Corporate Communication: An Integrated View 2. Competing Values Framework for Corporate Communication (CVFCC) Communication Perspectives Functionalism Interpretivism Critical Approaches Self-Efficacy Communication as Organizing Apollo 13 High Reliability Organizations Communication Systems and Goals Balancing Competing Tensions Summary Review Questions Case Study: Satellite Systems 3. Strategic Corporate Communication: External Image, Internal Identity Integrated Corporate Communication Sustaining and Managing Identity Programs Primary Functions of Corporate Communication Media Relations Employee Relations Government Relations Investor Relations Summary Review Questions Case Study: Starbucks Coffee Company 4. Identity, Reputation, and the Functions of Corporate Communication: A Strategic View GE: Managing Image and Corporate Identity Target: Managing Corporate Reputation McDonald's: Promoting the New Image Effective Communication Strategies External Communications Summary Review Questions Case Study: The Power of Symbols: Creating Corporate Identity at Agilent Technologies C. Functions of Corporate Communication 5. Media Relations Reputation and Media Relations Enhancing Public Image through Issue Management Branding the Image and Identity Public Relations and Media Relations Johnson & Johnson Public Relations and Investor Relations The Corporate Spokesperson Summary Review Questions Case Study: Adolph Coors Company 6. Investor Relations Stakeholders Working with Financial Analysts Managing Stockholder Confidence Financial Reporting Investor Relations and Corporate Reputation Corporate Social Responsibility Financial Performance and Corporate Reputation Investor Relations Success Story Financial Ethics Summary Review Questions Case Study: The Press and the Stockholders 7. Government Relations Externally Derived, Internally Enforced Policy Fields Firms Rush to End Reform Importance of Government Relations Altria American Red Cross Regulations and Boundary Spanning Interdependence Shaping Favorite Policies through Issue Management Supplier Relations Summary Review Questions Case Study: The Anti-Trust Case against Microsoft 8. Employee Relations Aligning Identity with External Image Strategic Conversation Asking the Right Questions Rather than Giving Solutions Motivating Employees Integrating and Assimilating Employees-The Role of Culture Mapping Culture in the Training Organization Avoiding the Trap of Knowing-Doing Positive Communication Relationships Message Orientations Mapping Message Orientations A Diamond Model of Interactions Managing for Organizational Integrity: The Social Contract with Employees FedEx Summary Review Questions Case Study: Hanover Software D. External and Internal Communication 9. Marketing Communication and Corporate Advertising Integrated Marketing Communication Southwest Airlines Sustainability Issue Management and Corporate Advertising PR and Corporate Advertising Nonprofit Organizations Managing Organizational Constituencies Marketing Communication in Nonprofit Organizations Marketing to Employees in Nonprofit Organizations E-Channels for Nonprofit Organizations Marketing Communication and Ethical Advertising Summary Review Questions Case Study: Wal-Mart and Its Communications Strategy 10. Financial Communication and Corporate Social Responsibility Enron: The Corporate Tactics Arthur Andersen: Turning the Blind Eye Tyco: Stealing the Vanity WorldCom: The Giant Falls Union Carbide Financial Communication: The Sarbanes-Oxley Act of 2002 Implementation Challenges Enforcement Summary Review Questions Case Study: Illinois Power and "60 Minutes": Communicating About the Communications 11. Organizational and Management Communication Rule Theory: Rationalistic Approach to Communication The Humanistic Approach Rationalistic and Humanistic Communication Roles: A Competing Values Perspective Facilitating Vertical Communication Information Communication Technology The Role of Informal Networks in Management Communication Aligning Communication with Structures Horizontal Management Aligning Communication Processes in Loosely Coupled Structures Managerial Ethics and Social Responsibility The CEO and the Board of Directors Structural Regulations Policies and Standards Reforms The Ethical CEO Communication between the CEO and Board Members Building an Effective Board of Directors Summary Review Questions Case Study: The Paradoxical Twins-Acme and Omega Electronics E. Analysis and Control 12. Stakeholder Analysis Communicating with Stakeholders: A CVFCC Approach Firm-Stakeholder Relationships StarKist Principles of Stakeholder Management Communicating Messages to Stakeholders Steps in Stakeholder Analysis Sources of Power Assessing Stakeholders' Perceptions Using the CVFCC Summary Review Questions Case Study: Granite City: Doing More with Less 13. Communication Audits within Organizations Functionalism Interpretivism Uncertainty Reduction The Process of a Communication Audit Benefits Identifying Communication Activities Across Managerial Levels The Importance of Contextual Factors Assessment of Managerial Communication Roles and Skills Diagnosing Organizational Culture Cultural Types Cultural Audit in a Health Care Organization Summary Review Questions Case Study: Planning the Project F. Crisis Communication and Patterns of Corporate Response 14. Crisis Communication and Message Strategies Fire at Deloitte Office Tower in Madrid: Deloitte Spain Maintains Activity Southwest Airlines Communication Failures Failure at Dow Corning Failure at the University of Maryland Success for NASA Success for Texas Eastern Transmission Corporation Verizon: Effective Corporate Communication Protecting the Image Organizing the Exchange of Information Restoring the Image Stages of Crisis The Importance of Culture in Managing Crises Summary Review Questions Case Study: Tylenol Tampering Scare 15. Conclusion Corporate Communication: The Maestro Strategic Corporate Communication The Theory and Practice of Corporate Communication Integrative Case Study: The Acquisition of Abbott Hospital Case Study: Mt. Mercy Acquires Abbott Case Study: The End of the First Six Months Integrative Case Study: BelBeck Production References Index About the Author

About the Author

Alan Belasen (Ph.D., University at Albany; M.A. & B.A., Hebrew University, Israel) is currently chair of the M.B.A. program at SUNY-Empire State College and holds positions in the Department of Communica tion at the University of Albany and in the School of Management at Union College. Belasen has taught organizational and corporate communication topics at both undergraduate and graduate levels at the De partment of Communication, University at Albany, and the MBA program, SUNY-Empire State College for more than 15 years. His consulting and communication audit activities cover diverse organizations including private enterprises, not-for-profit organizations, and governmental agencies. His most recent book, Leading the Learning Organization: Communication and Competencies for Managing Change (Human Communication Series, SUNY Press, 2000), covers a wide range of communication processes and skills as well communication audits.


"His framework for CC's "system and goals" has "innovation, information, regulation and integration" in the four quadrants, with associated words "transform, perform, conform, and reform", to answer important questions...a book that can add pep to the hassled in "corp comm"!"
-- Businessline * Businessline *

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