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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