Internal communications

About: Internal communications is a research topic. Over the lifetime, 1644 publications have been published within this topic receiving 26869 citations. The topic is also known as: IC & Internal_communications.

Excellence in Public Relations and Communication Management

Abstract: Contents: Preface. J.E. Grunig, Communication, Public Relations, and Effective Organizations: An Overview of the Book. Part I: The Basic Theory. J.E. Grunig, J. White, The Effect of Worldviews on Public Relations Theory and Practice. L.A. Grunig, J.E. Grunig, W.P. Ehling, What Is an Effective Organization? J. White, D.M. Dozier, Public Relations and Management Decision Making. F.C. Repper, How Communication Managers Can Apply the Theories of Excellence and Effectiveness. Part II: The Program Level: Effective Planning of Communication Programs. J.E. Grunig, F.C. Repper, Strategic Management, Publics, and Issues. D.M. Dozier, W.P. Ehling, Evaluation of Public Relations Programs: What the Literature Tells Us About Their Effects. D.M. Dozier, F.C. Repper, Research Firms and Public Relations Practices. Part III: The Departmental Level: Characteristics of Excellent Public Relations Departments. J.E. Grunig, What Is Excellence in Management? W.P. Ehling, D.M. Dozier, Public Relations Management and Operations Research. J.E. Grunig, L.A. Grunig, Models of Public Relations and Communication. D.M. Dozier, The Organizational Roles of Communications and Public Relations Practitioners. W.P. Ehling, J. White, J.E. Grunig, Public Relations and Marketing Practices. D.M. Dozier, L.A. Grunig, The Organization of the Public Relations Function. L.C. Hon, L.A. Grunig, D.M. Dozier, Women in Public Relations: Problems and Opportunities. W.P. Ehling, Public Relations Education and Professionalism. Part IV: The Organizational Level: The Conditions That Make Excellence in Public Relations Possible. L.A. Grunig, How Public Relations/Communication Departments Should Adapt to the Structure and Environment of an Organization...And What They Actually Do. L.A. Grunig, Power in the Public Relations Department. L.A. Grunig, Activism: How It Limits the Effectiveness of Organizations and How Excellent Public Relations Departments Respond. J.E. Grunig, Symmetrical Systems of Internal Communication. K. Sriramesh, J.E. Grunig, J. Buffington, Corporate Culture and Public Relations. K. Sriramesh, J. White, Societal Culture and Public Relations. Part V: The Economic Level: What Public Relations and Communication Contribute to the Bottom Line. W.P. Ehling, Estimating the Value of Public Relations and Communication to an Organization.

Excellent Public Relations and Effective Organizations: A Study of Communication Management in Three Countries

Abstract: Contents: Preface. Excellence in Public Relations and Communication Management: A Review of the Theory and Results. Methodology of the Excellence Study. Isolating the Excellence Factor. The Value of Public Relations. Empowerment of the Public Relations Function. Communicator Roles. Organization of the Communication Function, Relationship to Other Management Functions, and Use of Consulting Firms. Models of Public Relations. The Origins, Management, and Outcomes of Programs for Key Publics. Activism and the Environment. Inside the Organization: Culture, Structure, Systems of Internal Communication, Job Satisfaction, Gender, and Diversity. New Directions for Research Suggested by the Excellence Study. Appendices: Questionnaires for Heads of Public Relations Departments. Questionnaire for CEO or Other Member of the Dominant Coalition. Employee Questionnaire. Qualitative Interview Protocol.

Rethinking internal communication: a stakeholder approach

Abstract: Purpose – Effective internal communication is crucial for successful organisations as it affects the ability of strategic managers to engage employees and achieve objectives. This paper aims to help organisations improve internal communication by proposing theory with the potential to improve practice.Design/methodology/approach – This paper identifies gaps in the academic literature and addresses calls for discussion and definition of internal communication, for theory on its mandates, scope and focus and to counteract the tendency to treat employees as a uni‐dimensional “single public”. To address these gaps, internal communication is defined and positioned within the corporate communication school of thought.Findings – The paper proposes an Internal Communication Matrix which could be used to supplement other forms of internal situational analysis and as an analytical tool which may be applied to the strategic analysis, planning and evaluation of internal communication.Practical implications – Strategi...

Integrated Marketing Communications

Abstract: The IMC Certificate Program invites applications from students in any undergraduate school at Northwestern. As described on the Medill website, to qualify for admission students must complete 3 prerequisite courses and earn a minimum cumulative GPA of 2.7 in them. Students must earn a cumulative GPA of 3.0 in the five IMC courses to achieve the certificate. Students who receive the undergraduate IMC certificate and are admitted into the MSIMC program can complete the master’s program and graduate in just four quarters, rather than the five quarters required for students without the certificate.

What Do We Really Know About Employee Engagement

Abstract: Employee engagement has become one of the most popular topics in management. In less than 10 years, there have been dozens of studies published on employee engagement as well as several meta-analyses. However, there continue to be concerns about the meaning, measurement, and theory of employee engagement. In this article, we review these concerns as well as research in an attempt to determine what we have learned about employee engagement. We then offer a theory of employee engagement that reconciles and integrates Kahn's (1990) theory of engagement and the Job Demands–Resources (JD-R) model (Bakker & Demerouti, 2007). We conclude that there continues to be a lack of consensus on the meaning of employee engagement as well as concerns about the validity of the most popular measure of employee engagement. Furthermore, it is difficult to make causal conclusions about the antecedents and consequences of employee engagement due to a number of research limitations. Thus, there remain many unanswered questions and much more to do if we are to develop a science and theory of employee engagement.