Assignment

Integrated Practical Communication Management

The role of the communication practitioner a holistic overview

2011
by Surname and initial(s) Student Number Cell phone number /50 Mark

in the FACULTY OF ECONOMIC AND MANAGEMENT SCIENCES

Lecturer:

Date of submission: 3 June 2011

Declaration Regarding Plagiarism

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3. 4. 5.

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DEPARTMENT OF MARKETING- AND COMMUNICATION MANAGEMENT KOB 356: Integrated practical communication management ii

INDIVIDUAL ASSIGNMENT Deadline: 3 June 2011 at the One Stop Service of the Department
ASPECTS TO BE EVALUATED Technical aspects y Layout of the title page and rest of the document. y Spelling and grammatical aspects. y In-text referencing and list of references. Introduction A suitable introduction that explains what the assignment is about and how it was approached. MARK MARK ALLOCATED

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10

Discussion of the topics included in the brief

20

Conclusion Draw together your arguments and come to a solid, applicable conclusion.

10

Marks deducted for late submission

-5 per day

Sub-total

TOTAL

50

Table of Contents
1: Introduction .......................................................................................................... 1

iii

2: 2.1 2.2

Strategy as part of the work-life of the communication practitioner .............. 1 Business strategy ............................................................................................... 1 Levels of strategic management ......................................................................... 1

2.2.1Enterprise strategy................................................................................................... 1 2.2.2 Corporate strategy ........................................................................................... 2 2.2.3 Functional strategy ........................................................................................... 2 2.2.4 Operational strategy ......................................................................................... 2 2.3 2.4 Corporate communication strategy as a reflection of corporate strategy ............ 3 Stakeholders....................................................................................................... 3

2.4.1 The ecologicalapproach to public relations ...................................................... 3 2.4.2 The strategicconstituenciesapproach to organisational effectiveness .............. 4 2.4.3 The assumptions of the stakeholder approach to strategic management ........ 4 2.4.4 The issues approach to strategic management................................................ 4

3: 3.1 3.2 3.3

The strategic roles of the corporate communication practitioner ................... 4 Technician .......................................................................................................... 4 Manager ............................................................................................................. 5 Strategist ............................................................................................................ 5

4:

The communication plan according to the model of Steyn & Puth ................. 5 4.1 Research................................................................................................................ 5 4.2 Planning ................................................................................................................. 6 4.3 Adaption stage ....................................................................................................... 7 4.4 Themes and messages .......................................................................................... 8 iv

4.5 Implementation strategy and activities ................................................................... 8 4.6 Scheduling ............................................................................................................. 9 4.7 Budgeting ............................................................................................................... 9 4.8 Evaluation research ............................................................................................... 9 4.9 Selling the plan to top management ..................................................................... 10

5:

Conclusion ......................................................................................................... 10

6.

List of references ............................................................................................... 11

1:

Introduction

Steyn (2002) argues that the term strategy is well recognised in a business management environment. However the notion of corporate communication strategy has not received the credit that it deserves. Communication Practitioners are responsible for adapting a communication strategy to organisational goals and objectives with alignment of stakeholders and social issues (Shackleton, 2007).The purpose of this study is thus to explain the functions and roles of the corporate communication practitioner trough implementing strategy as part of the communication function. Corporate communication strategy is perceived as a functional strategy, achieving focus and objectives to the corporate communication function. The research shows that the communication function should be part of top managements decision making process through providing a link between communication plans and strategy formulation (Steyn&Puth, 2000).

2: 2.1

Strategy as part of the work-life of the communication practitioner Business strategy

According Steyn and Butschi(2004), the biggest problem lies in the implementation of strategy to corporate communication issues. Any strategy of operational relevance must add value to the production of an organisation, or else it cannot be implemented or assessed (Bird, 2006).A strategic communication plan is formulated to direct the implementation of thecorporate communication strategy (Steyn&Puth, 2000:80).

2.2

Levels of strategic management

2.2.1 Enterprise strategy

These strategies embody the social and moral modules of strategic management and the striving towards realizing the non-financial goals, which include social

responsibilities and improvement of the business image. The development of an enterprise strategy is the responsibility of top management and the board of directors. In the development process, two imperative aspects need to be taken into account. Firstly an analysis should be done of the stakeholders and secondly an analysis on their values and expectations. In the development of these strategies various questions are raised concerning the existence of the organisation, what the company will provide to society, types of relationships and the corresponding environment.

2.2.2 Corporate strategy

At a corporatelevel, the main responsibility of the strategic function is to describe the organizational functions that lead to the overall profile of the company. This includes decision making about blending and procurement as well as agreements/settlements. A corporate strategy is financially oriented in its very nature with the aim of competing in market segments. It also tends to be marketing oriented.

2.2.3 Functional strategy

At a functionallevel, the primary obligation is to implement strategies of the organisation enterprise, corporate and business unit, by developing annual objectives and short-term strategies. Corporate communication and human resources activities are basic activities of strategy at a functional level.

2.2.4 Operational strategy

At an operational level, strategies are executed by developing short-term objectives and functioning (implementation) strategies. Steyn (2002) discusses the fact that the term strategy, in the context of the communication plan, refers to the operational level.

2.3

Corporate communication strategy as a reflection of corporate strategy

The importance is moved from an emphasis on stakeholders being managed by the organisation to concentrate on the interaction that organisations have with their stakeholders based on a relationship oriented view. This suggests an improved interest in understanding how managers can manage not the stakeholders themselves, but relations with stakeholders. This increases the opportunity of stakeholder relationships from public relations and marketing managers practising their authority and communication abilities to a strategic potential for all functional managers to relate to multiple stakeholders. Stakeholder relationships in this procession perspective have even been suggested as a source of competitive advantage. (Morsing & Schultz, 2006)

2.4

Stakeholders the reason why we need communication strategies and plans.

The meta-theoretical framework that Steyn ( 2002) developed; contributes to the companys equity, by merging organisational goals and the principles of the strategic stakeholders. This framework considers all the expectations of the stakeholders and not only those that are percieved as important by management. Responsiveness of strategig issues and social attitudes is created by corporate communication that helps shape the organisation corporate social responsibility.

2.4.1 The ecologicalapproach to public relations

Environmental scanning is used to identify strengths and weaknesses to form a desired strategy in order to adjust to new and sufficient behaviours or structures to give the organisation a competitive edge. (Steyn & Butschi, 2004)

2.4.2 The strategicconstituenciesapproach to organisational effectiveness

This refers to operational effectiveness through focusing on the departments than can potentially harm or damage the organisation (Steyn & Butschi, 2004). According to Doorley and Garcia(2007) the Comprehensive Reputation Management model can be used to monitor, measure and manage a companys reputation as an asset.

2.4.3 The assumptions of the stakeholder approach to strategic management

An ideal situation is created for the organisation where the organisation and the stakeholders are mutually beneficial. Management feels that stakeholders are contributing to the organisation and the stakeholders feel important(Steyn & Butschi, 2004). In order to achieve this, the organisation should build trustworthy relationships with the stakeholders. 2.4.4 The issues approach to strategic management

An analysis of social trends and issues is performed in order to capture the beliefs and values of the stakeholders which the organisation can use to their advantage. The analysis will help the organisation in managing social issues and in building reputation (Steyn & Butschi, 2004). 3: 3.1 The strategic roles of the corporate communication practitioner Technician

During the operational level the corporate communication practitioner can be seen as a technician in his or her field. At this level the technician implements the communication strategies. Writing speeches, formulating press releases, coordinating business events, dealing with sponsors and the administration that goes with it is the typical day to day activities of the technician (Steyn, 2002).

3.2

Manager

During the functional level the corporate communication practitioner can be seen as a manager in his or her field. The role of the manager can include communicating the vision and mission statements throughout the organisation and the development of communication strategies, crisis communication plans and identifying issues that can harm the reputation of the organisation. The communication manager is responsible for communicating the objectives to middle and lower management (Steyn, 2002).

3.3

Strategist

During the enterprise level the corporate communication practitioner can be seen as a strategist in his or her field. The role of the strategist can include the gathering of information on target groups, environmental scanning of social issues and communicating this information back to top management. This function helps the organisation to align its strategies so that is socially acceptable amongst the various stake holder groups (Steyn, 2002).The strategist instructs top management on the risks and reputationissues, the significances for organisational strategies and the need to support organisational goals and strategies to social behaviour and norms. The strategist recommends the most suitable actions to implement with regards to stakeholders and crisis groups in order to be socially and environmentally responsible. This procedurecreates the input of the corporate communication function to the organisations strategic decision-making process.(Steyn & Niemann, 2008) 4. Model for developing a communication plan 4.1 Research

Problem and opportunity statement: This statement specifies why the corporate communication function has to undergo certain measures to identify the key strategic issues as well as the implications they hold in for strategic stakeholders. It is all about 5

taking action. The source of organisational and management issues and tactical communication problems should also be identified. When unforeseen circumstances arise, a plan should be implemented to respond to it. These plans are known as Ad hoc plans, they also respond to crisis situations. Pro-active plans are used to influence stakeholder attitudes, opinions and performance whereas reactive plans respond to inauspicious attitudes, opinions or actions towards the organisation (Steyn & Puth, 2000).

Situation Analysis: Situation analysis thoroughly examines the driving force and circumstances that encourage communication action. This involves the study of documents and people behaviour. These aspects must be studies in detail in order to determine what should be changed and the class of communication required. The communication plan must be compatible with the organisational culture (Steyn & Puth, 2000).

4.2 Planning Setting Communication Goals: Goal-setting activities are crucial to all communication situations for they give direction and specify the objectives and destination to be achieved in the long term. The establishment of communication goals must be aligned with the strategic issues. Ad doc plans must be developed and plans must be positioned when unforeseen situations arise (Steyn & Puth, 2000).

Impact and output objectives: Objectives are temporary tasks achievable within a certain time period, indicating progress and resolving everyday problems. The problem assertion is transformed into an attainable and calculable form. Objectives are easier recognizable when the problem is stated clearly. Goal-related objectives enable the organisation to grant several objectives for each goal which improves the communication plan that is developed around it. Output and impact objectives are two fundamental types of objectives used in communication plans. Output objectives are also known as process objectives and they embody the work to be produced whereas

impact objectives has a stakeholders focus. Outcome objectives are easier to calculate however they are often not linked to the actual impact the plan may have on the wishedfor target groups.Informational-, attitudinal- and behavioural objectives are the three kinds of impact objectives. When having to educate a target group and raising their awareness, informational objectives are suitable. Attitudinal objectives aspire to change the feelings of the target group towards the organisation or client while behavioural objectives aspire to change the behaviour (Steyn & Puth, 2000).

Management liaison: To ensure that communication plans are well-suited with the policies of decision makers, uninterrupted liaison with senior management is needed. This can be achieved through regular access. It is very important, during the planning stage of a project, to expand the understanding and support of managers and to make adjustments when potential problems occur. Detect who is responsible for the final decision in approving the plan. The liaison structure should be created in a way that pleases both the communication practitioners requirement for liaison and that of top managements scheduling restrictions (Steyn & Puth, 2000).

4.3 Adaption stage

This is where an implementing strategy is selected including goals and objectives by matching the position described in the problem statement to the resources obtainable and the stakeholders involved (Steyn & Puth, 2000).
Stakeholders: Prior to identifying particular groups, that can consist of priority stakeholders, publics or activist groups, a stakeholder analysis must be undertaken during the strategy formulation process. It is advised to break stakeholders down into the smallest achievable workings possible (Steyn & Puth, 2000). Statement of limitations:Time, money, budget and personnel have certain limitations. This statement describes these constraints and the importance of taking it into account during the planning process (Steyn & Puth, 2000). 7

4.4 Themes and messages

Most commonly a communication plan expresses an essential message in a theme or slogan. Communication practitioner must identify what must be communicated to stakeholders. A special event together with the theme can make the plan more remarkable and successful (Steyn & Puth, 2000).

4.5 Implementation strategy and activities

Tentative implementation strategies: This is where creative initiative becomes part of the task. The communication practitioner selects and implements the most relative strategy of the list of options that were compiled. Different strategies apply to different stakeholder groups, environmental scanning can be done in order to identify those groups (Steyn & Puth, 2000).

Implementation strategy vs.Activities: The implementation strategy is what the communication plan is all about; the most appropriate method of achieving organisational objectives and by targeting the right stakeholders. The ultimate strategy is selected and implemented to go through the adaption stage. The practitioner must also develop a crisis communication strategy in the situation analysis (Steyn & Puth, 2000).

Activities can be defined as a set of guidelines that describes the way strategy can be implemented in a detailed manner (Steyn & Puth, 2000). Select an implementation strategy: Management must assess the impact that each strategy will have on the organisation and the reputational perception that it will achieve (Steyn & Puth, 2000).

Testing the implementation strategy: Selected strategies must be tested and measured against standards to find out if they provide the required output. By investigating the public reaction to the strategy the effectiveness can be determined (Steyn & Puth, 2000). Designing the communication actions: This can be described as the process of developing and changing the companys actions and behaviours to influence the stakeholders and internal environment positively towards the organisation. The actions that are developed is created to achieve organisational objectives (Steyn & Puth, 2000). Planning the corporate communication media: Different stakeholder groups should be communicated to through different media sources in order to cast a wide media net. Reach, frequency and continuity should be used as guidelines to capture market segments (Steyn & Puth, 2000). 4.6 Scheduling

Scheduling refers to the calendar entries of all the activities from the beginning to the end of the plan which reveals the timing of various events and their support structure details(Steyn & Puth, 2000).

4.7 Budgeting

This refers to the summary of all the costs of the activities that was performed during the implementation of the communication plan(Steyn & Puth, 2000). 4.8 Evaluation research

This can be defined as the evaluation of the plans activities and events that occurred. The research explains through a situation analysis why the certain events happened in a particular way (Steyn & Puth, 2000).

4.9 Selling the plan to top management

Convincing management that the plan is effective and that it will add reputational value and build stakeholder relationships. The practitioner communicates the organisational objectives that can be achieved and how the plan will differentiate the organisation in the marketplace (Steyn & Puth, 2000).

5:

Conclusion

Communication in a corporate environment is, in most cases, underdeveloped or the importance of it is misunderstood. The Corporate communication function as an entity on its own can be seen as a relatively new concept, were it was part of the public relations function or the marketing department, corporate communication positions the organisations image, identity and stakeholders perception as a whole whereas marketing communication positions the product or service and public relations focuses on external communication, the corporate communication function manages both internal and external environments. Communication should be viewed as a strategic function in order to successfully manage change, crises, reputation and uncertainty inside and outside of the organisation.(Swart, 2010)

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6.

List of references

Bird, J. (2006). Development of a corporate communication strategy for a medium size organisation in the computer software field. CPUT Theses & Dissertations. Paper 172. [Online] Available from: http://dk.cput.ac.za/td_cput/172. [Accessed: 201105-20]

Doorley, J., & Garcia, H. (2007). Reputation management. New York: Rourledge.

Falkheimer, J. and Heide, M. 2008 Towards a Practice Turn in Public Relations: Conceptualizing Communication and Strategy in Real Life. Paper presented at theannual meeting of the International Communication Association, TBA, Montreal, Quebec, Canada, 21 May. [Online] Available from:

http://www.allacademic.com/meta/p231082_index.html. [Accessed: 2011-05-23]

Morsing, M., & Schultz, M. (2006). Corporate social responsibility communication: stakeholder information, response and involvement strategies. Business Ethics: A European Review, 15(4), 322-327.

Shackleton, C. (2007). Developing key performance indicators for corporate communication in the information technology industry. University of Pretoria. Mcom in communication management. [Online] Available from:

upetd.up.ac.za/thesis/available/etd-05162007-140318/.../00front.pdf. [Accessed: 2011-05-24]

Steyn, B., & Niemann, L. (2008). Institutionalising the strategic role of corporate communication/ public relations through its contribution to enterprise strategy and anterprise governance. Paper submitted to the 10th Annual EUPRERA Conference, to be held in Milan from 16-18 October. [Online] Available from:http://www.wprf2010.se/wp-content/uploads/2010/03/08-09-16-SteynNiemann-Final.pdf. [Accessed: 2011-05-24]

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Steyn,

B.

(2002).

From

strategy

to

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communication

strategy:

conceptualisation. Paper delivered at the 9th International Public Relations Research Symposium, held at Lake Bled from 4-7 July. [Online] Available from: http://www.digitalmgmt.com/htm/en/library/archivPapers/steyn2002.pdf. [Accessed: 2011-05-24]

Steyn, B., & Butschi, G. (2004). A model for devrloping corporate communication/ public relations strategy . Paper submitted to the 11th International Public Relations Research Symposium, held at Lake Bled from 2-4 July. [Online] Available from:http://www.digitalmgmt.com/htm/demo/dmsUserWeb. [Accessed: 2011-0525]

Steyn, B., & Puth, G. (2000). Corporate communication strategy. Sandown: Heinemann.

Swart, Y. (2010). An integrated crisis communication framework for strategic crisis communication with the media: a case study on financial service providers. Masters of arts degree. University of Pretoria. [Online] Available

from:http://uir.unisa.ac.za/bitstream/handle/10500/3431/dissertation_swart_.pdf? sequence=1. [Accessed: 2011-05-24]

Van Riel, C.B.M. & Fombrun, C.J. 2007. Essentials of Corporate Communication. New York: Routledge.

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