by
Conaway, Roger N.
Call Number
658.45 23
Publication Date
2012
Summary
Communication in Responsible Business sets the stage for social, environmental, and ethical business. These topics have risen to the forefront for many businesses and communication of them has become crucial to business success. This book offers an extensive toolbox of the most effective instruments for communicating social, environmental, and ethical business to a variety of stakeholders. Each chapter covers specific situations for communicating responsible business. We provide examples of social and cause-related marketing, sustainability reporting, issues-and crisis communication, the use of vision, mission statements and codes, and web-based stakeholder communication. The book gives practitioners hands-on concepts and actual illustrations. Chapter cases provide rich practical coverage and translate concepts to solutions for day-to-day business realities.
Format:
Electronic Resources
Relevance:
142631.1719
by
Goodman, Michael B., 1949-
Call Number
658.45 23
Publication Date
2012
Summary
The communication professional in a Fortune 500, multi-national corporation today faces the challenges of a rapidly changing global economy, a revolution in communication channels fueled by the Internet, and a substantially transformed understanding of what a 21st century corporation stands for. This book investigates these forces and the specific communication challenges that they pose for the global corporation. Examining these forces and how they are interrelated should offer insights and strategies for students of the corporate communication discipline and business leaders to help them deploy effective communication as a strategic business asset in the contemporary global economy. This book focuses on the process of communication in a corporate context; and explores, analyzes, integrates, and applies the theory, practice, and functions of corporate communication. The combination of a theoretical framework for understanding how these forces influence corporate communication with practical guidelines for effective communication within this framework will also be of value to practitioners as well as students of the communication discipline.
Format:
Electronic Resources
Relevance:
0.3820
View Other Search Results
by
Everett, Ken.
Call Number
658.044 22
Publication Date
2011
Summary
Ken Everett proposes the network as the organization of the future, and he wrote this book, with the help of five colleagues, to help the architects of such future organizations. He started a network of necessity - limited financial resources - but then encountered surprising benefits. He discovered networked organizations to be resilient, innovative, and leader-full and that these characteristics arise out of the design. This potential, he says, applies equally to networks of independent associates as it does to traditional organizations willing to adopt a new style of leadership - a style closer to "hosting" than "commanding." This is a practice-based book: Its developmental model was earned through experience. The model lays out three phases: from connections to communities to coalitions, or from "doing fine" to "getting better" to "getting better at getting better." Ken Everett illustrates these claims with real-life examples. He describes how a family company with only 3 employees grew to be represented in 30 countries via 300 colleagues. The potential of the networked organization is new, and that's what this book is about.
Format:
Electronic Resources
Relevance:
0.2165
by
Mizrahi, Janet.
Call Number
808.06665 22
Publication Date
2010
Summary
This book will help anyone who wants to learn how to write or simply how to improve when writing for marketing and public relations. The author brings to light a fantastic, easy-to-follow guide that provides the basics needed to write promotional and informational materials. Written in an approachable style, this book contains helpful samples and useful checklists that will make even the most timid writers confident that they have represented their organization's message in a professional manner.
Format:
Electronic Resources
Relevance:
0.2004
by
Gordon, Michael E. (Michael Ernest)
Call Number
658.3125 23
Publication Date
2012
Summary
Researchers and practitioners have devoted substantial time and effort over many years to develop satisfactory performance appraisal systems that impart useful information to employees about their job performance. Nonetheless, problems continue to arise, principally because managers often find it difficult to provide feedback on performance to their employees. We offer a Communication- Centered Approach (CCA) to performance appraisal that is focused on its most challenging part, viz., the appraisal interview. The CCA is intended to facilitate this discussion between managers and their employees by addressing the communication issues involved in preparing for, conducting, and reporting the results of a conversation about job performance. The CCA is useful because, despite the continuing evolution of performance appraisal, a conversation about the employee's performance is still a very important component of the latest systems. Also, focusing on communication offers a valuable perspective on all aspects of performance appraisal: defining performance and its various facets; how performance information is given and perceived; and the interactional context that affects the meaning of feedback. The CCA, in other words, offers ideas pertinent to the preinterview, interview, and post-interview phases of the performance appraisal process that make discussions of employee performance more effective. Importantly, the communication literature that is the basis for each of these ideas is described and illustrations are offered of how the conceptual foundation may be translated into practice. Samples of materials consistent with the CCA that were developed at a renowned research and development laboratory are woven into the presentation.
Format:
Electronic Resources
Relevance:
0.1936
by
Judge, William Q.
Call Number
658.406 22
Publication Date
2011
Summary
Never before have strategic leaders been confronted with so much overwhelming change. The traditional approach taken by the leader or leaders is to direct or control the organization's reaction on a monthly, weekly, or even daily basis. This approach is stressful and overwhelming for executive leaders, makes middle managers feel torn between honoring their senior leaders and listening to the demands of frontline employees, and is alienating for frontline employees. This approach is hardly a prescription for the pursuit of excellence, and does not enable the organization to be sufficiently agile or nimble to cope with the "white water" conditions in which the organization typically finds itself.
Format:
Electronic Resources
Relevance:
0.1617
Limit Search Results
Narrowed by: