Vanderwaldti esitlus

Corporate Communication in a changing environment

-by-

De la Rey van der Waldt (PhD)

Potchefstroom University for

Christian Higher Education

REPUBLIC OF SOUTH AFRICA

EUPRERA 2003 - Tallinn, Estonia 2

Framework

1. Introduction

2. Research problem

3. Research objectives

4. Discussion

5. Conclusion and recommendations


1. Introduction

• Change is part of the normal workday• Events help change stakeholder views• Practice change and enhance survival

and sustainability• “New organizations” are characterized

by: flexibility, creativity, available info, team to recognition, good compensation and participative management


2. Research problem

• 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.

• However, it happens that organisations neglect certain elements of corporate communication due to various reasons, which ultimately leads to poor communication.

• On the other hand they over-emphasise some of the corporate communication elements instead of integrating and co-ordinating all communication efforts.


3. Research objectives

• To conceptualise corporate communication in a changing environment.

• To describe how corporate communication could enhance the management of change.

• To describe the value of strategic management of corporate communication.


4. Discussion

• The evolution of corporate communication

• Emphasis on American tradition• Europe developed fast in past decades• This paper holds that Van Riel’s (1995)

classification is the most suitable to apply to corporate communication in a changing environment


Disciplines of corporate communication

1. Managerial communication

2. Marketing communication

3. Organizational communication


Managerial communication

• Develop a vision

• Build trust

• Initiate and manage the change process

• Empowering and motivate employees

• Both internal and external communication


Marketing communication

• Emphasize the communication / promotional mix

• Advertising is the most important element

• Mostly external


Organizational communication

• Public relations

• Environmental communication

• Investor relations

• Corporate advertising

• Mostly internal communication


Functions of corporate communication

• Mirror function

monitoring the environmental developments

anticipate their consequences

• Window function

preparation and execution of policy


Roles of the corporate communication practitioner

• Technician

traditional role / to implement• Manager

developing strategy and policy• Strategist

monitor environment and strategy formulation

related to the mirror function


Unpredictable change

• Normal part of the workday• Learn to live with it• Anticipate it• Capitalize on it• Communication can ease the pain of change• Change = external environment• Transition = from within• Transformation = dramatic shift in the

organization


Characteristics of change

• Organizations do not change, people change• Change is difficult• People fear change• It threatens management also• It is non-linear• It has a personal dimension• Losses must be grieved over• People feel alone during change• People develop new ideas during the process


The role of communication in three distinct phases

Puth (2002)

1. Communicate to let go of the old

2. Communicate in the neutral zone

3. Communicate for a new beginning


Let go of the old

• Beginnings depend on endings• Identify who is losing what• Accept reality• Accept subjective losses, overreaction• Accept grieving• Give information over and over again• Mark the endings• Treat the past with respect• Show how endings ensure continuity of what really

matters


In the neutral zone

• Is nowhere between two somewheres• Anxiety, problems of the past, overload• Polarized groups of individuals• Organization is the most vulnerable• Set short term goals• The neutral zone is a lonely place• Followers feel isolated – communication

makes people feel part


The new beginning

• Beginnings involve new understandings, new values, new attitudes and new identities

• Successful change start with new beginnings• 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

• Communication ease the pain of change


5. Conclusion and recommendations

• In a state of flux, organisations tend to over-emphasise control.

• 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.

• Problems with the process of change will not disappear magically, but it has to be managed.


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.


Corporate communication strategy

Adopted from Steyn & Puth (2000)

1. Analyze the internal environment2. Identify strategic stakeholders / publics3. Identify and prioritize key strategic

issues4. Identify implications of strategic issues

for stakeholders5. Decide on a corporate communication

strategy


Corporate communication strategy

6. Set communication goals and policy

7. Conduct a media analysis

8. Determine the budget

9. Submit draft corporate communication strategy to top management

10.Develop a strategic communication

program / campaign / action plan

Thank you

Baie dankie

Economy & Finance

Vanderwaldti esitlus