Strategic Communication: Relationship to Organizational Communication?

Slides:

Advertisements

Similar presentations

A Presentation on T&D. What is Training? Training involves an organized attempt to assist learning through Training involves an organized attempt to assist.

Advertisements

Traditions of Communication Theory  Multiple theories and perspectives will always characterize the field of communication studies.  Lacking a unifying.

What Is Organizational Culture?

Chapter 3 Organizational Environments and Culture

Chapter 1 Marketing: The Art and Science of Satisfying Customers

© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Relationship Selling Mark W. Johnston Greg W. Marshall

Contrast the actions of managers according to the omnipotent and symbolic views

SOC 402: Sociological Theory Feminist Theory. Intellectual Influences (varied) Marx and Engels Freud (reaction to) Neo-Marxist (especially critical) Neofunctionalist.

How to adjust to company culture.  Understanding organizations  Language  Story-telling  Examples of change projects in organizations  Power without.

© 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.

Business ethics chapter one

Nutrition 564: Marketing Objectives:  Review the history of marketing  Define terms  Describe the marketing process  Identify elements to be used in.

Implementing and Auditing Ethics Programs

Foundations This chapter lays down the fundamental ideas and choices on which our approach is based. First, it identifies the needs of architects in the.

Socially Responsible Leadership the emerging paradigm of leadership.

Objectives  Get an overview of corporate communication from a theoretical perspective.  Analyze various opportunities and challenges associated with.

Organization Theory – Part 1 Chapter 4 Discussion/Recap.

© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.

Lesson 13 Symbolic Interactionism

Organizational Theory – Part 3 Cultural Studies

Chapter 7 Weaving Marketing into the Fabric of the Firm Eaton.

Four Skills of Cultural Diversity Competence Chapter 5, Skill 4 : Designing & Implementing Organization-Wide Cultural Competence.

Business Leadership and Organizational Behavior Organizational Culture Craig W. Fontaine, Ph.D.

Organizational Structure, Design & Culture Human Resource Management.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice HallChapter Achieving Success Through Effective Business Communication.

Skills for Communicating Change

The Balanced Score Card

Business Leadership and Organizational Behavior Organizational Culture Craig W. Fontaine, Ph.D.

HOUSEKEEPING Questions, Changes to Syllabus, Grade Reporting Sheet, Article Reports.

Organizational Culture

Change Management Facilitation Model

Strategic Approaches to Improving Ethical Behavior

Chapter 3 Strategic Information Systems Planning.

Management Practices Lecture 27.

© 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.

Organizational Effectiveness

Chapter 2: Constraints and Challenges for the Global Manager

Contrast the actions of managers according to the omnipotent and symbolic views

Strategy for Human Resource Management Lecture 3

Communication and Management

Chapter 2 Interpreting Social Problems: Aging Symbolic Interactionism

Foundations of Information Systems in Business. System ® System  A system is an interrelated set of business procedures used within one business unit.

M ANAGING COMMUNICATION OB 330, Spring 2010 University of Massachusetts Amherst.

Introduction: Stories of Change

Critical Approaches to Literature. Critical Approaches -used to analyze, question, interpret, synthesize and evaluate literary works, with a specific.

Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Part 6 Pay.

Management Development. Manage Human Capital to measure and improve performance in the workplace.

FUNCTION OF COMMUNICATION Chapter 2 Recap/Discussion.

Chapter 4: Sport Communication and the Strategic Sport Communication Model (SSCM) Lecture 5 {Date}

An Introduction to Integrated Marketing Communications © 2007 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin.

Organizational Communications and Its Importance to Company Growth. Presented by: Kenneth Martinez Organizational Communications Manager.

Copyright © 2010 Pearson Education, Inc. publishing as Prentice HallChapter Achieving Success Through Effective Business Communication.

Chapter 8 Discussion. Cultural Control  Employees?  Management?  Forced?  Treated as commodity?  Impacted by economy, technology, social world 

Organizational Culture and Ethical Values

MAN-3/2 Erlan Bakiev, Ph. D. IAAU Spring 2015 Understanding Management’s Context: Constraints and Challenges.

HUMAN RESOURCE MANAGEMENT

Organizational Culture

Human Resource Management in Humanitarian Context

The Art of the Possible A Documentary on Narrative Approaches to Pediatric Cancer Care A 10 Minute Demo Produced by Lynn Harter, Ph.D. Directed by Casey.

Chapter 2: Constraints and Challenges for the Global Manager

Strategic Planning.

The Manager: Omnipotent or Symbolic?

Contrast the actions of managers according to the omnipotent and symbolic views Describe the constraints and challenges facing managers in today’s external.

CHAPTER 1 Basic Concepts of Strategic Management

Strategic Organizational Communication

meeting the needs of stakeholders(p26)

Session 3 The Strategic Position

Solving a System of Linear Equations

THE MANAGEMENT ENVIRONMENT CHAPTER 2. Explain what is the external environment and why it is important Discuss how the external environment affects managers.

Presentation transcript:

Strategic Communication: Relationship to Organizational Communication? Chapter 13/PDF (Papa, Daniels, & Spiker, 2008)

Strategic Communication Linear or transactional Relevant audiences = Stakeholders Some persuasive element Resources required Need for effective communication

Internal Vs. External Blurred Lines? Employee communication Examples Orientation Indoctrination Morale and Satisfaction Compensation and Benefits Organizational Change and Development (Informing/Understanding) Public Relations Image Building Issues Management Risk Communication Crisis Communication

Functions Symbolic Interactionism (Mead) Traditional Concerned with information flow (breakdowns, distortions), strategies, group problem solving, etc. Production Maintenance Innovation Uncertainty and Information Accuracy Social Capital Interpretive Concerned with Culture and Individuals’ Experiences Symbolic Interactionism (Mead) Construction of reality (Berger and Luckmann) Critical Concerned with Oppression and Discrimination Source of Control and Manipulation

Perspectives on Organizational Communication Traditional Objective Org. as Machine; Organism Interpretive Subjective Org. as culture Organizational reality = socially constructed Critical Org. as site of oppression Language & Structure’s role in oppression Goal = conscious raising and emancipation

Perspectives Traditional Perspective Interpretive Perspective One of major concerns: effective public communication, external vs. internal Interpretive Perspective One of major concerns: social construction of reality and sense making as it relates to strategy Critical Perspective One of major concerns: Is strategy manipulated in favor of the elite?