SINO-SOVIET RELATIONS...Title SINO-SOVIET RELATIONS Subject SINO-SOVIET RELATIONS Keywords
Peggy Simcic Brønn1 Informasjon og Samfunnskontakt Employee/Internal Relations Community Relations...
-
date post
19-Dec-2015 -
Category
Documents
-
view
218 -
download
2
Transcript of Peggy Simcic Brønn1 Informasjon og Samfunnskontakt Employee/Internal Relations Community Relations...
Peggy Simcic Brønn 1
Informasjon og Samfunnskontakt
Employee/Internal Relations
Community RelationsGovernment Relations
Peggy Simcic Brønn 2
Internal Communications
“Employee morale is affected by how much we know about the company’s plans.”
98 percent of employees agree.
Peggy Simcic Brønn 3
Four Eras of Employee Communication
Era of entertaining employees - 1940s
Era of informing employees - 1950s
Era of persuasion - 1960sEra of 2-way symmetric
communication - 1990s
Peggy Simcic Brønn 4
Trends of Internal Communications
Few companies develop a strategy for announcing change
Failure in over 80 percent of cases involving announced change
Biggest symptom of failure - lots of inaccurate, negative rumors
Second symptom - learning about change from press
Peggy Simcic Brønn 5
Trends of Internal Communications
Employees are insulted when a less ‘rich’ channel is used
Management does not adapt message to different groups
Employees react negatively to use of buzzwords
Great differences between literal meaning, intention and effect of overly positive messages
Peggy Simcic Brønn 6
Time Spent by PR Department on:
35%
10%
25%
30%
Media
Government
Investors
Employees
Peggy Simcic Brønn 7
Companies not doing Enough
Employees don’t believe what management says.
Are not sufficiently informed.Change not communicated well.Management does a bad job of
explaining reasons behind decisions.Communication is not timely.
Peggy Simcic Brønn 8
Major Barriers
Employees do not ‘buy in’ to changeNo senior management championLack of adequate skills or experience
to implementTurf battlesLack of congruent reward systemInability or unwillingness
Peggy Simcic Brønn 9
Employees Want Top Management to:
Inform them ahead of timeCare about how they really feelGive their supervisors enough
authority to get job doneMake a strong commitment to
serve the customer
Peggy Simcic Brønn 10
Employees Want Top Management to:
Have the ability to solve major organization problems
Run a socially responsible organization
Provide new products and services to meet competition
Place more emphasis on quality than quantity
Peggy Simcic Brønn 11
Communications Strategy
Nature ofChange
OrganizationalDynamics
Channel
Message
Time
Strategy
L. R. Smeltzer, An Analysis for Announcing Organization-Wide Change, Group & Organizational Studies,Vol. 16, No. 1 March 1991.
Peggy Simcic Brønn 12
Organizational Dynamics
Employee Differences
Organizational Culture
Organizational Climate
Peggy Simcic Brønn 13
Communications Strategy
Message Style Coverage Source
ChannelTime
Media Capacity & Communication Characteristics
MediumMedia RichnessCapacity
Media Characteristics
Feedback Cues/Channels Intimacy Language
Face-to-face
Telephone
Written, addressed(letter, memo)
Written, unaddressed
High
Low
Immediate Multiple Personal Natural visual, audio
Fast Audio Personal Natural
Slow Limited Personal Natural/ visual Numeric
Very slow Limited Impersonal Natural/ visual Numeric
From R. Daft and G. Huber, How Organizations Learn:A communications framework, Research in the Sociologyof Organizations, Vol.. 5, 1987.
Peggy Simcic Brønn 15
FocusWhat is size and nature of work force?What does the work force think of
organization?How satisfied are employees?What employee communications exist?How effective are communications tools?Are there special employee relationship
programs?
Peggy Simcic Brønn 16
Internal AudiencesManagement
Upper level, mid level, lower level administrators
Nonmanagement (staff) Specialists, clerical, secretarial
Uniformed personnel Equipment operators, drivers, security
Union representativesOther nonmanagement personnel
Peggy Simcic Brønn 17
Communication Objectives
Increase employees’ knowledgeEnhance favorable attitudes toward
employerGet more adoption by employees of
behavior desired by managementMake employees spokespersons for
organization in communityReceive more employee feedback
Peggy Simcic Brønn 18
How
Recognize employee accomplishments and contributions
Prepare and distribute employee communications
Schedule interpersonal communication
Peggy Simcic Brønn 19
Theme and MessagesDepends on reason for conducting
campaignAction or special events
training seminars special programs on safety or new technology open house for employees and families parties, receptions, and other social affairs other employee special events related to
organization
Peggy Simcic Brønn 20
Media
Bulletin boardsDisplays and
exhibitsTelephone hotlines
or news lines Inserts in paychecks Internal televisionSpeakers bureaus -
employees to community groups
FilmsVideo cassettesMeetingsTeleconferencesAudio-visual
presentationsBooklets,
pamphlets, brochures
Peggy Simcic Brønn 21
Prescriptions for Managers
Face-to-face: non-routine and difficult communications
Memos: routine, simple communicationsDiscussion & Meetings: make presence feltRich media: implementing strategyMultiple media: critical issues and need to
get message heardEvaluate appropriate technology
Peggy Simcic Brønn 22
Effective Internal Communications
Two-way communication
Audience participation
Peggy Simcic Brønn 23
Evaluation
Communication, Retention, Acceptance of Messages
Coorientational EvaluationsHuman Relations AuditsCommunication SatisfactionInternational Communications
Association Audit - extensive use of network analysis and interviews
Peggy Simcic Brønn 24
EvaluationNetwork analysis - tracing employee
communications through the organization Duty study - employees recording daily
communications Observational studies - observers recording
employees communications Cross-sectional interviews - asking employees about
communications activities ‘Small World’ technique Diffusion method
Peggy Simcic Brønn 25
Hints
Fully understand situationInvolve communications experts at
beginningCoach people to understand changeKnow and study company culture
Peggy Simcic Brønn 26
Hints
Make sure there is a feedback system
Be consistent in what you say and doDo not micromanage - let people be
comfortableDon’t be afraid to make changes
Peggy Simcic Brønn 27
Community Relations
Home of office and operations
Supplier of work force
Provides setting, services, etc.
Peggy Simcic Brønn 28
Community relations programs are specialized public relations
programs to facilitate communication between an
organization and publics in its geographic locality.
Grunig and Hunt
Peggy Simcic Brønn 29
Community Activities
Expressive -- activities to promote themselves & to show good will to community
Instrumental -- activities to improve the community or change it to make it easier to work there
Peggy Simcic Brønn 30
Check List
What is level of credibility?Have there been complaints?What are present and past
community relations practices?What are major strengths &
weaknesses?What opportunities exist?
Peggy Simcic Brønn 31
Community Publics
Community media - diffused linkage
Local employees & customers - functional linkage
Community leaders - enabling linkage
Community organizations - normative linkage
Activists publics -- diffused linkage
Peggy Simcic Brønn 32
Makeup of Community Opinion
Miniature of national government Power structure Opinion leaders Networking Prime movers Independents Dissidents
Peggy Simcic Brønn 33
Pyramid of Power
Business, teachers, factory managers, workers
Local officials, editors, lesser city officials, association executives
Corporate, commercial executives, lawyers, etc.
Major employers,
land owners, top officials, wealthy
‘first’ families1.
2.
3.
4.
Peggy Simcic Brønn 34
Effective Communication
Targeting of opinion leaders or community leaders
Two-way symmetric relationsCommunication objectiveCultivation of organizations, their
leaders and membershipReach out with sponsorship of
activities
Peggy Simcic Brønn 35
EvaluationNumber of government officials reporting contact with
organization.Number of members of local publics reporting contact.Number of community leaders discussing controversial
or policy issues.Number of managers reporting they have made
changes as result of information from community about service or problems.
Number of negative behaviors reported by community leaders.
Peggy Simcic Brønn 36
Government Relations (often called Public Affairs)
Government at all levelsPolitical actionCommunity involvement/corporate
responsibilityIssues managementInternationalStrategic planning
Peggy Simcic Brønn 37
Government Publics
Highest level in country - Storting
Next level - fylke
Decreasing level - kommune, city, etc.
Peggy Simcic Brønn 38
Check List
What is the makeup of the organization?
What are past and present relations with government?
What are strengths and weaknesses?How vulnerable is organization to
legislation?Which of our activities could result in
government involvement?
Peggy Simcic Brønn 39
PR’s Function
To establish long-term, two-way
and open relations between
organization and
politicians and officials.
Peggy Simcic Brønn 40
Success Factors
Subject knowledge
Multi-dimensional activities
Flexibility
Ability to focus
Peggy Simcic Brønn 41
Possible Objectives
Increase knowledge of organization among politicians
Create or enhance favorable attitudes toward organization
Influence favorable vote on a bill
Peggy Simcic Brønn 42
Possible Activities
Fact findingCoalition buildingDirect lobbyingGrass-roots
lobbyingPolitical support
activities
Political action committees (PACs)
Political education activities
Communications on political issues
Peggy Simcic Brønn 43
Effective Communications
PrivateSector
RegulationMakers
Law Makers