Organizational Organizational Communications as a Communications as a

Strategic ResourceStrategic Resource

Professor Leif ÅbergProfessor Leif Åberg

University of Helsinki, University of Helsinki, Department of Department of CommunicationCommunication

Åberg’s Kite

© Leif Åberg 1998

The Dualistic Nature of The Dualistic Nature of Organizational Organizational CommunicationsCommunications a function, under a function, under

a communications managera communications manager also inherent in all managementalso inherent in all management

© Leif Åberg 1998

The The Purpose:Purpose:

to present a model that integrates to present a model that integrates these two aspectsthese two aspects

with special attention to linking with special attention to linking organizational communications organizational communications with strategic management.with strategic management.

© Leif Åberg 1998

Part One: Part One: Integration Within theIntegration Within the

Communication Function Communication Function

© Leif Åberg 1998

The Four Functions of The Four Functions of Organizational Organizational CommunicationsCommunications11 supporting core operationssupporting core operations

22 profilingprofiling

33 informinginforming

44 socializingsocializing

© Leif Åberg 1998

11 supporting core operationssupporting core operations– communication is necessary for communication is necessary for

production of commodities - products production of commodities - products and services - and for their distribution to and services - and for their distribution to customerscustomers

22 profilingprofiling– communication is necessary when a long communication is necessary when a long

term corporate, product, or manager term corporate, product, or manager profile is being created and disseminated profile is being created and disseminated

© Leif Åberg 1998

33 informinginforming– communication is necessary for communication is necessary for

purposes of informing internal and purposes of informing internal and external audiences about the external audiences about the developments within the organizationdevelopments within the organization

44 socializationsocialization– communication is necessary for the communication is necessary for the

socialization of individuals into good socialization of individuals into good ’organization citizens’’organization citizens’

© Leif Åberg 1998

The Fifth Function, not The Fifth Function, not under the Organization’s under the Organization’s Direct ControlDirect Control55 need for informal social interactionneed for informal social interaction

– social interaction is inherent in the social interaction is inherent in the human naturehuman nature

– grapevine and informal social grapevine and informal social networksnetworks

© Leif Åberg 1998

Dimensions of the Dimensions of the Functional ModelFunctional Model

1. content:task, product, services

entire organization

internal2. direction:external

© Leif Åberg 1998

Total communi-

cations

© Leif Åberg 1998

Totalcommuni-

cations

externalmarketing

interorgani-zational

operativecomm:s

internalmarket-ing

operative work instruct- ions

© Leif Åberg 1998

Totalcommuni-

cations

product or service profiling andimage surveys

corporate or manager profiling and image surveys

© Leif Åberg 1998

Totalcommuni-

cations

external PR

environmentalscanning

internalPRinternalscanning

© Leif Åberg 1998

Totalcommuni-

cations

induction to worktraining, tutoring

induction to organization training, hand- books

© Leif Åberg 1998

Totalcommuni-

cations

externalmarket-

ing

inter-nalmar-ket-ing

work instruct-ions

inductionto work

induction toorganization

internalPR &scanning

externalPR &

scanning

product/ sercivesprofile & surveys

coprporate/ manager profile & surveys

Externalsocial

networks

Internalgrapevine

© Leif Åberg 1998

externalmarket-

ing

inter-nalmar-ket-ing

work instruct-ions

inductionto work

induction toorganization

internalPR &scanning

externalPR &

scanning

product/ sercivesprofile & surveys

coprporate/ manager profile & surveys

Responsibilities of the Responsibilities of the Communications Communications ManagerManager

Coordinates

Co-ordinates

Cons

ults

Controlsdirectly

Totalcommuni-

cations

© Leif Åberg 1998

End of Part One:End of Part One:Integration Within theIntegration Within the

Communication FunctionCommunication Function

© Leif Åberg 1998

Part Two: Part Two: A Strategic Management A Strategic Management

PerspectivePerspective

© Leif Åberg 1998

What is Strategic What is Strategic Management?Management?

It is about directing the resourcesIt is about directing the resources to direct, there has to be to direct, there has to be a directiona direction resource= a resource= a potentialpotential that can be used that can be used can be usedcan be used, but is not necessarily used , but is not necessarily used

effectivelyeffectively a direction, where to? a direction, where to? To the futureTo the future!! But But futurefuture is in the mind of the beholder is in the mind of the beholder key concepts: key concepts: visioningvisioning, and , and sharingsharing a a

common visioncommon vision

© Leif Åberg 1998

VisionsVisions

to build a solid vision, the to build a solid vision, the organizations must combine organizations must combine managerial processes and managerial processes and processes that emerge from processes that emerge from human activitieshuman activities

metaphor: a kite!metaphor: a kite!

Åberg’s Kite

© Leif Åberg 1998

The art of flying a The art of flying a kite:kite:

the kite will fly,the kite will fly, if it is windy, if it is windy,

andand if one, running against the wind, if one, running against the wind,

manages to bring about the manages to bring about the essential initial driving force essential initial driving force

Åberg’s Kite

© Leif Åberg 1998

Once the kite is up,Once the kite is up,

it is vital to maintain an it is vital to maintain an active balance between active balance between

managerial processes and managerial processes and processes related to human processes related to human

behavior behavior

Åberg’s Kite

© Leif Åberg 1998

This active balancing is This active balancing is achieved through achieved through communicationcommunication

Åberg’s Kite

© Leif Åberg 1998

VISIONLEGITI-

MACY

CORPORATE

CULTUREGROUP DYNAM

ICS

INDIVIDUAL DYNAMICS

B

USINESS

IDEA, M

ISSIO

N

STRATEGY

GROUP AND

TEAM G

OALS

TASKS

Åberg’s Kite

© Leif Åberg 1998

LEGITI-

MACY

CORPORATE

CULTUREGROUP DYNAM

ICS

INDIVIDUAL DYNAMICS

B

USINESS

IDEA, M

ISSIO

N

STRATEGY

GROUP AND

TEAM G

OALS

TASKS

COMMUNICATION

Åberg’s Kite

VISION

© Leif Åberg 1998

LEGITI-

MACY

CORPORATE

CULTUREGROUP DYNAM

ICS

INDIVIDUAL DYNAMICS

B

USINESS

IDEA, M

ISSIO

N

STRATEGY

GROUP AND

TEAM G

OALS

TASKS

COMMUNICATION

Åberg’s Kite

MANI-MANI-FESTAT-FESTAT-ION OFION OFVISIONVISION

SCAN-SCAN-NINGNING

COM-COM-MUNI-MUNI-CAT-CAT-INGINGCHAN-CHAN-GEGE

VISION

© Leif Åberg 1998

A) Tools for A) Tools for Revealing Revealing the the VisionVision core storycore story links the past with the future and links the past with the future and

defines the current position defines the current position strategic keywords:strategic keywords: using, e.g., using, e.g.,

a 3x3x3-diagrama 3x3x3-diagram strategic core messagesstrategic core messages: elaboration of the : elaboration of the

strategic keywordsstrategic keywords sloganslogan: one core message, used for : one core message, used for

identification of the companyidentification of the company emblememblem: e.g., logo+name, or an auditive : e.g., logo+name, or an auditive

emblememblem

© Leif Åberg 1998

VISION

MISSION

GOOD HERITAGE

INTERNAL LEGITIMACY

EXTERNAL LEGITIMACY

Core Story

© Leif Åberg 1998

VISION

MISSION

GOOD HERITAGE

Core Story:

S-Group

The S-Group has alwaysplayed an important rolein the social and economic development of Finland.It has been innovative and responsive to the challengesof the time

The S-Group has alwaysplayed an important rolein the social and economic development of Finland.It has been innovative and responsive to the challengesof the time

Today, through customer-ownership, chain operationsand efficient structures, theS-Group uses its influenceto make living in Finland less expensive and richer in quality

Today, through customer-ownership, chain operationsand efficient structures, theS-Group uses its influenceto make living in Finland less expensive and richer in quality

The S-group continues to develop the cooperative form of enterprise best suited to theneeds of the peoplein order to produce a morehumane direction in the development of the free-market economy

The S-group continues to develop the cooperative form of enterprise best suited to theneeds of the peoplein order to produce a morehumane direction in the development of the free-market economy

© Leif Åberg 1998

Your benefits in Finland

Customer-ownership

Unique structure Efficiency

You can influenceYou receive benefits

You’re workingfor good cause

Logistics

Chains

Personnel

Regional NationalNetworks

A 3 x 3 (x 3) DiagramA 3 x 3 (x 3) Diagram

© Leif Åberg 1998

Example of a Good SloganExample of a Good Slogan

””Ahlstrom Pumps : The Heart of Your Ahlstrom Pumps : The Heart of Your Processes”Processes”This slogan reflects all three of our basic core This slogan reflects all three of our basic core competencescompetences

HeartHeart … because it is our superior products that keep … because it is our superior products that keep the life flowing through our customer’s the life flowing through our customer’s manufacturing processesmanufacturing processes

YourYour … because our customers are our primary focus … because our customers are our primary focus ProcessProcess … because that is where we have the … because that is where we have the

knowledge and experience to far exceed our knowledge and experience to far exceed our competition.competition.

© Leif Åberg 1998

B) ScanningB) Scanning

the recognition of the first weak the recognition of the first weak signals of essential external and signals of essential external and internal changes as early as internal changes as early as possible, in order to make possible, in order to make corrective action possiblecorrective action possible

environmental and internal environmental and internal scanning scanning

© Leif Åberg 1998

Trends

Randomfluctuation

Environ-mental

responsesto ouractions

?

© Leif Åberg 1998

Scanning

1 Recognitionof possible sources

of essentialweak signals

2 External andinternal

monitoring

3 Interpretation4 Recommendations

for actions

5 Taking action

6 Control ofconsequences

© Leif Åberg 1998

C) Communication C) Communication of of

ChangeChange the core story affects the perceptions of the core story affects the perceptions of the legitimacy of own actions, and brings the legitimacy of own actions, and brings about positive expectations about the about positive expectations about the futurefuture

communication of change must be taken communication of change must be taken seriously: it is an ongoing process, calls seriously: it is an ongoing process, calls for extensive and sophisticated for extensive and sophisticated communications efforts, and is a joint communications efforts, and is a joint process by managers and communications process by managers and communications professionalsprofessionals

© Leif Åberg 1998

Summary: Summary: a Truly Integrative Modela Truly Integrative Model

© Leif Åberg 1998

1 Integrates 1 Integrates withinwithin the the Communications FunctionCommunications Function

areas of areas of direct responsibilitydirect responsibility of the PR of the PR Manager: internal and external PR Manager: internal and external PR activities, profiling and brandingactivities, profiling and branding

communications activities that must be communications activities that must be coordinatedcoordinated: PR, profiling and branding : PR, profiling and branding with external and internal marketingwith external and internal marketing

consultationconsultation with managers concerning with managers concerning operational communications issuesoperational communications issues

© Leif Åberg 1998

2 Integrates PR 2 Integrates PR withwith Strategic Management, Strategic Management,

Focusing onFocusing on making the making the visionvision known known communicating communicating changechange strategic strategic scanningscanning

© Leif Åberg 1998