Transcript MENJAYAKAN KOMUNIKASI BERKESAN

Defining corporate communication
 Corporate communication (CC) is a complex and
distinctive management discipline, which here
refers to public relations management
incorporating all strategic and managerial
functions of communication in light of corporate
identity, image, reputation, crisis and risk, and
marketing communication.
 CC is an area of both professional practice &
theoretical inquiry – missing link
Theories/concepts –
Corporate communication
 socio-economic theories focusing on knowledge and
intelligence have become the top assets of successful
organisations (Cornelissen, 2004).
 corporate communication was originally developed
from the theory of management decision making
(Vercic & Grunig, in Moss et al, 2003).
Imperative concepts - Corporate
communication
 An excellent organisation should have multiple
goals concerning intangible aspects such as
managing trust of organisation, cultivating social
responsibility and developing strong relationships
between an organisation and its public.
 It is important for today’s communication scholars
and practitioners to view corporate
communication as the contemporary profession
described by Kultgen (1988)
Imperative concepts - Corporate
communication 2
 ‘Professionalisation’ is very important for certain
management functions such as corporate
communication, as without interference from a
regulatory body, corporate sins will be practised in
the corporate world and this poses a threat to a
civil society.
 it remains a huge challenge for working academics
and practitioners to view corporate
communication as a ‘true profession’ by moving
towards a management science.
Broom’s 4 CC roles
 1. Communication technician role
 Preparing & producing com materials
 2. Expert prescriber role
 Play alone as ‘expert’ - authority
 3. Communication facilitator role
 Serve as liaison, interpreter, & mediator
 4. Problem solving process facilitator role
 Play active part in strategic decision making
 Dozier advanced CC roles
 1. Communication technician
 Focus on activities such as writing com materials;
editing texts; producing brochures; doing media
contacts & placing press releases.
 2. Communication manager
 Enacting the manager role make strategy or policy
decisions.
 Involving in management decision making &
strategic decisions
 Producing ‘corporate communication
managerialists’ (Abdullah, Z. 2007) or
‘renaissance communicators’ (Neimann, 2005)
rather than communication technicians.
 there is a dire need for the corporate communication
discipline to move from propaganda and publicity to
smart relationships, negotiations, partnerships and
mutual understanding between an organisation and its
public.
 Kitchen et al. (1997) recommended a ‘perception
management’ in corporate communication as a way of
building a good reputation in order to develop a winwin situation between an organisation and its strategic
constituencies
 Perception management here referred to the use of
management concepts rather than relying merely on
conventional communication theories; and interactive
communications rather than one-way communication.
 focuses on pluralistic societies, specifically strategic
constituencies such as employees, advertisers,
government, investors, suppliers, legislators, and
communities rather than a single public; and longterm strategic relationships rather than ad hoc
publicity or free advertising.
 understanding the complexity of cultural diversity
(White & Mazur, 1995), which is a part of
developing good management, is essential for
global communication practitioners
 all communication practitioners are living and
working in a global village where there are different
aspects and patterns of multicultural societies in
regions such as Asia, the Middle East, America, and
Europe
Beyond media relations
 L’Etang (2004) also asserted that possessing
journalistic skills alone is not enough to practise
excellent corporate communication
 Press officer – media relations only
 CC practitioners – media relations; strategic counsel;
crisis management
 CC – focuses on strategic management & corporate
governance
Prototype Research instruments
 Edelman’s Annual Trust Barometer,
 managing trust for corporations in Asia, especially in
China - best practice in corporate communication
 http://www.edelman.com/events/Trust/startwm.html
 Hill & Knowlton’s Corporate Reputation Watch
 www.hillandknowlton.com/crw
 Steyn’s communication strategy
 Digital communication (web strategy)
 http://www.globalpr.org
 http://comproa.digitalmgmt.com/GAdmsWeb/index.htm
Major audiences
 In-house practitioners
 Public & corporate sectors
 Division of CorpCom/Corporate Affairs/Corporate
Relations/Public Affairs
 Consultants
 Eric White in 1965.
 CC/PR agencies; PRTech firms
 Event management; media; branding; reputation
 Academics
 Local – UPM, UKM, USM, UITM, UM
 Global – Univ. of Maryland (James Grunig); Leeds Business
School; Manchester Univ.; Henley Management College; Cardiff
Univ.; Slovenia
SCL-Problem Based Activity
 You are working for a service corporation in Kuala Lumpur
for more than 5 years as a communication executive. The
board has decided that you will be promoted to be
Manager of Corporate Communication who leads a
business unit such as event management and media
relations.
 In recent situation, a global Public Relations firm has
offered you to be a senior consultant in Kuala Lumpur. You
will be assigned to work with a highly experience PR
consultancy team to deliver great services to a number of
corporate clients.
 So ask yourself: What should I do?