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CMUN 224 Chapter 10

Terms in this set (29)

Strategic organizational communication
transactional processes in which organization messages are deliberately generated; are based on environmental data, analysis, and strategy selection; and are guided by organizational objectives
inside-out
approach in which the organization is seen as the initiator of the communication process
Outside-in
planning begins with an analysis of the organizational environment
stakeholders
individuals and groups who have an interest in the organization and arable to influence the organization's ability to meet its goals
publics
a small or large group of stakeholders with interests and needs relative to a particular organization
kinds of publics
• Stockholders, the media, customers, employees, vendors and others
environmental scanning
the acquisition and use of information about events and trends in an organization's external environment
Strategic management
the process of formulation and implementing an organizational plan of action and used to strengthen the organizations competitive position
SWOT
strengths, weaknesses, opportunities, and threats identified for strategic planning; kenneth andrews
steps of swot
1. Scanning and interpreting the internal and external environments
2. Formulating a mission or vision for the future and transforming it into specific objectives
3. Developing strategy and implementing supporting programs
4. Monitoring, reviewing and revising the plan and its implementation
public relations
strategic organizational communication involving an organization's image, internal communication and public affairs and issues management, media relations, and crisis management
internal communications
: planned and formalized communication prepared and disseminated by communication professionals to internal organizational members

• Seeking input from employees through surveys, interviews, meetings or other methods
• Communicating the organization's mission, objectives, strategies and programs through training activities or preparation and dissemination of newsletters, manuals, pamphlets and other publications
public affairs and issues management
shaping of public opinion regarding social and political issues important to an organization
Concern themselves with corporate citizenship and public policy
• Political education for employees, civic service by employees and managers, cooperation in the development of home communities
Serve as liaisons
seven step model of issues management process
1. Issues identification, or scanning the social and political environments for emerging issues
2. Issue analysis or projecting how an issue will affect the organization
3. Development of a corporate policy on an issues
4. development of specific action plans to deal with issues
5. implementation of actions plans and communication of the organization's positions on issues
6. review of the results
a. Including public reactions, objections, negotiations and organizational adjustments
7. continuing focus on the issue until it is resolved in a manner the company can live with during the current phase of the issue's life
-Theorist is Raymond Erwing
media relations
working with the media on behalf of an organization
Gatekeepers between their organizations and the media
News reported in a favorable manner that will promote their objectives and will not cause trouble
fast, factual, frank, fair and friendly
five f-'s of dealing with journalists and program producers
risk communication
communication prepared to educate about potential risks and provide information about how to reduce potential harm
Information on how the organization is assessing or monitoring the risk
What preventative measures are in place
How the organization will respond if a perceived risk becomes a reality
crisis communication
communication response in emergency situations designed to minimize harm to the organization and assist in understanding and responding to the emergency
crisis management
use of public relations to minimize harm to the organization in emergency situations that could cause damage
Common mistakes during crisis managing
(Peter Stanton)
• Rushing to judgment
• Overreacting
• Failure to act
• Bending the facts
• Lack of concern/ empathy/ sympathy
• Affixing blame
• Reaming insular
• Absence of teamwork
• Restricting information internally
• Failure to plan
Best practices when faced with a crisis
(Matthew Seeger)
• Make risk and crisis communication part of the decision process itself
• Identify risk areas and corresponding risk reduction
• Ongoing efforts should be made to inform and educate the public using science-based risk assessments
• Listen to the publics' concerns and understand the audience
• Be honest and open
• Collaborate and coordinate with credible sources
• Meet the needs of the media and remain accessible
• Communication with compassion, concern and empathy
• Accept uncertainty and ambiguity
• Use messages of self-efficacy
Communication priorities
• Those most directly affected
• Employees
• Those indirectly affected such as neighbors, customers, families suppliers, government, regulators
• Media and other channels of external communication
crisis management plan
• A statement of the principles to be applied in dealing with a crisis
• A comprehensive list of the kinds of crises that may occur
• Formation of a crisis team
• Establishment of a crisis center
• List of key audiences
• Analysis of resources
• A statement of media guidelines
• Advance preparation of materials that might be needed
• Establishment of a network alert system
marketing
strategic organizational communication that is directed at bringing about an exchange between and organization and a customer
marketing mix
• Product decisions (quality, design, packaging, services)
• Pricing decisions (price, discounts, credit terms)
• Place decisions (distribution channels, or system of access)
• Promotion decisions (personal selling, sales promotion, public relations)
branding
process of developing product or service naming and identity statements that distinguish products or services from competitor products or services
integrated marketing communications
process of managing all sources of information about a produce that behaviorally moves the customer toward a sale and maintains customer loyalty; stress the importance of building a multichannel, integrated communications strategy that communicates a single, unified message to a customer
Ethical Issues in Strategic Organizational Communication
(Cheney and Christensen)- resulting from planned communication
• 1. The posited character or integrity of the source of the message
• 2. The defensibility of a particular message
• 3. The legitimacy of a pattern or campaign of messages
• 4. The practical impact of a message of the cumulative effect of a series of messages
• 5. The openness of the structure of communication between an organization and its publics/ audiences
• 6. The articulation/ representation of genuine public interests
• 7. The question of shared responsibility
marketing database
Trading identities of individuals
Airlines, hotels don't accept cash; just credit card; easy to hack information
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