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IABC presents the all new edition of the ultimate resource on organizational communication. Whether you're new to the profession, or a communication veteran adjusting to new responsibilities or just trying to stay on top of changing practices, Inside Organizational Communication is your first step.
In eighteen chapters, each covering a key aspect of organizational communication, leading minds in the profession share their insights for achieving measurable success.
"synopsis" may belong to another edition of this title.
Editor Al Wann worked at AT&T in public relations for 27 years before joining New York-based executive search firm The Cantor Concern as a special consultant.
The 17 contributing authors of this book include popular consultant/lecturers Roger D'Aprix - author of "Communicating for Change", Lester Potter - author of "The Communication Plan", and Shel Holtz - author of "PR on the Net". Other contributing authors include organizational communication veterans Robert Berzok of Union Carbide, Rae Leaper of Chevron, and Ron Martin of Seagram.Excerpt. © Reprinted by permission. All rights reserved.:
(From Chapter 2: Strategic Management and Communication by Lester R. Potter)
Managing Communication Strategically
Managing communication strategically means that there is a causal relationship between communication activities and accomplishing the organization's mission. It means that communication programs support successful completion of the organization's strategic activity in a measurable way.i
Senior business leaders demand that communication contribute to achieving the organization's mission, goals, and objectives, and that it facilitates the implementation of key strategies and tactics.
Strategic plans are the road map of strategic management. They spell out where the organization is going, how it will get there, and what it will mean when the organization achieves its objectives. Success is often measured by return on investment, or ROI, or other financial measures.
One popular method of measuring and motivating business unit performance is called the balanced scorecard. The scorecard is a framework for organizing metrics useful for assessing an organization from a variety of perspectives. The scorecard usually considers four such perspectives - financial, customer, internal business processes and learning, and growth. Combined, they provide a balanced picture of current operating performance as well as the drivers of future performance. Scorecard information is excellent for building supporting communication plans.
Basic Concepts of Strategic Planning In general, most successful strategic plans contain four essential elements:
1. Needs analysis/situation audit - What business are we in? What's our mission? Who are our customers, our markets? Who do we serve? What's their profile? What's our current situation? What do we know about our competition? Are we where we want to be?
2. Assumptions - What external forces do we assume will have an impact on us over the life of the plan? What self-imposed restraints do we acknowledge? What values govern our actions?
3. Strategic summary - What are our strengths, weaknesses? What are our market opportunities, threats? What are our competitive advantages, disadvantages? What are our goals, objectives, strategies, tactics? How will we measure our results? Contingency plans - How will we account for unseen forces? What will we do if things don't go as planned? How can we anticipate the unexpected and still achieve our goals?
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Book Description Amer Heritage Pub Co, 1999. Paperback. Condition: New. 3. Seller Inventory # DADAX0828113165