Summary all lectures Corporate Communication (825051-B-6)
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Course
Corporate Communication (825051B6)
Institution
Tilburg University (UVT)
This is a summary of all lectures (powerpoints) of the course Corporate Communication (825051-B-6) of Tilburg University's Communication and Information Sciences study. I took this course in 2022 (spring semester) in my second year.
SAMENVATTING CORPORATE COMMUNICATION (825051-B-6)
CIW JAAR 2 SEMESTER 2 (2022) – LECTURES 1 TO 10
LECTURE 1
Corporate communication: “a management function that offers a framework for the
effective coordination of all internal and external communication, with an overall purpose of
establishing and maintaining favourable reputations with stakeholder groups upon which the
organization is dependent”
- In the past it focussed on public relations, now it’s more holistic (whole
organization/stakeholder presentation)
- Range of disciplines: corporate advertising, issue and crisis management etc.
- Types of activity: managerial (planning, coordinating, counselling CEOS) vs tactical
(producing/disseminating messages)
Key concepts:
- Mission: overriding purpose in line with the values and expectations of stakeholders (what
does your company stand for?)
- Vision: desired future state, the aspiration of the organization (what do you want to be in the
future?)
- Corporate objectives: statement of overall aims in line with the overall purpose (more short
term and precise, in line with overall vision)
- Strategies: statement of overall aims in line with the overall purpose (more short term and
precise, in line with overall vision)
- Corporate identity: the profile
and values communicated by an organization (how the company perceives itself)
- Corporate image: public perception of the company
- Corporate reputation: an individual’s collective representation of past images of an
organization (induced through either communication or past experiences) established over
time
- Stakeholder: any group or individual who can affect or is affected by the achievement of the
organization’s objectives
LECTURE 2
- P
u
, blic relations: the act of connecting and communicating through all the various relationships
that a business or organization may have formed with the public
- Media relations: a company’s interactions with editors, reporters and journalists generate
publicity, provide business coverage that influences stakeholders
LECTURE 3
Amplification a company’s reputation can be amplified by ‘good’ and ‘bad’ news
Agenda setting theory: media attention determines issue salience (=amount of importance
that an individual attaches to an issue)
1. Objects of the news (ex: an organization)
2. How to think about the object facts, issues, scandals etc.
Agenda building: organizations influence the media news conferences, press releases,
campaigns
Framing: how the sender would like to have its story told
Stakeholder Management
1. Neo-classical theory
- Purpose of organizations is to make profit
- Accountable to themselves and stakeholders
2. Socio-economic theory
- Other groups besides stakeholders count
- Accountability extends to groups considered to be important for the continuity of the
organization and the welfare of society
- Market groups financially involved, not-market groups not
, Stakeholder: ‘any group or
individual who can affect or is
affected by the achievement of the organization’s purpose and objectives
Stake: ‘an interest or a share in an undertaking, [that]can range from simply an interest in an
undertaking at one extreme to a legal claim of ownership at the other extreme’
Benefits of stakeholder model:
- To be a good citizen as an end in itself (if you are aware of all the different kind of
interests, you can improve your organization)
- Employee morale (employees know what the organization stands for, what the values
are)
- Reputation of the
organization (good for
the corporate
reputations if you
know all the different
kind of relations, in the
end also positive for
the financial part)
Basic stakeholder
identification analysis
Who are the stakeholders?
What are their stakes? Etc.
Stakeholder salience model:
- Latent often not the most important ones, doesn’t really influence the organization
- Expectant more influence so more important
- Definitive all three characteristics
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