By Sandra Oliver

ISBN-10: 0415334195

ISBN-13: 9780415334198

A daring addition to current literature, this booklet offers an exceptional assessment of company verbal exchange. Taking an interdisciplinary technique, it deals readers the in-depth research required to actually comprehend company verbal exchange, company method and company affairs in addition to the appropriate public kin issues.With a clean new method of this subject, the authors problem reductionist perspectives of company conversation, supplying persuasive facts for the concept with no an organizational verbal exchange process, there is not any company approach. Written by means of a magnificent record of foreign professionals, the textual content is definitely illustrated with modern case stories, drawing out the main pertinent best-practice results of theoretically established functions. Its 4 sections disguise: nationwide verbal exchange foreign communique photo, identification and acceptance administration  the longer term for company verbal exchange idea and perform. this can be a necessary one-stop reference for all lecturers, practitioners and scholars trying to comprehend company conversation and public kin.

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Beck-Dudley, C. and McEnvoy, G. ’, Employee Responsibilities and Rights Journal, 4, 149–63. Berger, C. and Bradac, J. (1982) Language and Social Knowledge: Uncertainty in Interpersonal Relations, London: Arnold. , Spina, D. and Johnson, D. (1995) ‘Performance appraisal design, development and implementation’, in G. Ferris, S. Rosen, and D. Barnum (eds), Handbook of Human Resource Management, Cambridge, MA: Blackwell, pp. 462–93. Bohm, D. (1992) Thought As a System, London: Routledge. Cox, T. (1991) ‘The multicultural organisation’, Academy of Management Executive, 5, 34–48.

2 Three-phased communication strategy plan © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors The three-phase action plan contains four essential actions for an effective change communication programme: 1 2 3 4 forming a strategic communication team; assessing current communication practices; conducting cascading vision, strategy, job redefinition workshops; monitoring the results. Forming a strategic communication team (SCT) A full-scale change communication programme requires dedicated resources consisting of not only a few communication staff members, but selected employees and management.

Conducting cascading vision, strategy, and job redefinition workshops The success of any change communication programme will depend on a company having a clearly stated, believed in, understood and meaningful vision statement, which management should be involved in developing and communicating. A ‘meaningful’ vision is more than a catchy saying on a coffee cup; it is a clear, actionable, realistic and measurable statement of what the company wants to be (Jick, 1989; Collins and Porras, 1996). If a company already has an acceptable vision, they need only measure its understanding and reinforce it; however, often the vision no longer works for the company, particularly if they are undergoing major changes.

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A Handbook of Corporate Communication and Public Relations by Sandra Oliver


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