- Week 4 Internal Corporate Communication
- Transfers information from the business environment into the
organization and directs specific activities that result in economic transactions.
- Most conditions of the external environment apply internally.
- Added stresses of coordinating the activities of hundreds or thousands of dissimilar
- Colliding assumptions
- Multiple command
- Control and information systems
- Communications devices of many types.
- Exercise: Students name internal media that their companies use to
influence employees. Have one student write them on the board and another write them on
paper for typing and reproduction.
- Your companies communicate more than you think they do.
- Almost all internal communication relates in some way to company survival and success.
- Your companies use both verbal and nonverbal communication internally
- NEXT weeks exercise: Examine one medium in use at your company and critique it
under the eight guidelines for corporate communication.
- A company potentially has more leverage over employees than the
external environment, but not much more. Circumscribed by:
- Internal politics
- Autocratic managers, however, still exist.
- Internal communication coordinates the activities that are necessary to complete
economic transactions and transfer wealth to owners.
- Role of the 19th Century railroads. Top-down management.
- Control over work forces
- Attempts to personalize
- Sporadic technology developments
- Panoptic organizations
- Observe the organization from anywhere
- Data floods
- Managers control internal communication only in part. Too many elements and to many
- Multidirectional communication
- Subtexts and implicit meanings
- Behavior change.
- Translation of meaning
- Filtering by department and rank
- Problems with cascading
- No fractal organization
- Customer-driven as an external/internal concept.
- Technology not a solution
- . Internal communication out of self-interest
- Internal communication and business design
- Activities to achieve objectives
- Chain of command and hierarchical groupings
- Line relationships
- Focus on departmental or chain activities and not the organization
- Human Relations
- Authority and communication: Given by message receiver and not
sized by message-sender.
- Verbal and nonverbal communication
- Individual needs and wants
- Group dynamics
- Consensus versus authoritarian decision-making
- Group lifecycles
- Group culture
- Cultural networks
- Theory X and Theory Y
- Goals: individual, group and performance
- Interpersonal relationships
- Grapevines: Essential internal communication tool.
- Systems and internal communication
- How parts of a business work together. Communication is
fundamental to enterprise.
- Analysis of information needs, communications channels and
decision areas to minimize communications burdens.
- Process and linkages. Closed loop system.
- Communications network that places decisions at the point where
the person holds the greatest information.
- Information flows: All to one, circle and interlinked.
- No system is perfect nor can it be. Events change messages and
- For every rule there is an exception.
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