Samenvatting
Summary vocabulary
- Instelling
- Universiteit Van Amsterdam (UvA)
Summary of 58 pages for the course Corporate Communication at UvA (vocabulary)
[Meer zien]Voorbeeld 4 van de 58 pagina's
Voorbeeld 4 van de 58 pagina's
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Voorbeeld van de inhoud
Corporate Communication VocabularyChapter 1 (Week 1)
Communication—the tactics and media that are used to communicate with internal and external
groups
Corporate Communication—can be characterized as a management function that is responsible
for overseeing and coordinating the work done by communication practitioners in different
specialist disciplines such as media relations, public affairs and internal communication ; Van
Riel definition—an instrument of management by means of which all consciously used forms of
internal and external communication are harmonized as effectively and efficiently as possible;
with the overall objective of creating “a favorable basis for relationships with groups upon which
the company is dependent”
Corporate Identity—the profile and values communicated by an organization; basic profile that
an organization wants to project to all its important stakeholder groups and how it aims to be
known by these various groups in terms of its corporate image and reputation *
Corporate Image—the immediate set of associations of an individual in response to one or
more signals or messages from or about a particular organization at a single point in time.
Corporate objectives—statement of overall aims in line with the overall purpose
Corporate Reputation—an individual’s collective representation of past images of an
organization (included through either communication or past experiences) established over time
Integration & Communication—done through brochure and advertising campaigns to
websites, in tone, themes, visuals, and logos *
Integration—the act of coordinating all communication so that the corporate identity is
effectively and consistently communicated to internal and external groups
Market—A defined group for whom a product is or may be in demand (and for whom an
organization creates and maintains products and services)
Mission—Overriding purpose in line with the values and expectations of stakeholders; general
expression…” what business are we in?” *
Objectives—in line with the formulated vision *
Public Relations—which was tactical in most companies, largely consisted of communication
with the press
Stakeholder—any group or individual who can affect or is affected by the achievement of the
organization’s objectives *
Stakeholders—concept takes center stage within corporate communication rather than
considering the organizational environment simply in terms of markets or the general public
,Strategy—the ways or means in which the corporate objectives are to be achieved and put into
effect
Vision—desired future state: the aspiration of the organization; desired future state of the
organization; energies and commitment of members of the organization *
Fragmentation—is likely to lead to a process of sub-optimization where each department
optimizes its own performance “instead of working for the organization as a whole” ; developed
procedures (e.g., communication guidelines, house styled manuals) ; implemented coordination
mechanisms (e.g. council meetings, network platforms)
Engagement—the focus with “engagement” is not merely on sharing opinions or perceptions,
but on the organization being “transparent” and acting in character in order to bring across its
distinctive identity and in a way that fosters individuals to become genuine advocates and act in
their favor
Neo-Classical Theory—suggests that the purpose of organizations is to make profits in their
accountability to themselves and to shareholders, and that only by doing so can business
contribute to wealth for itself as well as society at large
Socio-Economic Theory—suggest, in contrast, that the question of ‘who counts’ extends to
other groups besides shareholders who are considered to be important for the continuity of the
organization and the welfare of society
Input-Output Model—power lies with the organization, on which the other parties are
dependent, and that the interest of these other parties and their relationship to the organization
are only financial
Stakeholder Management—assumes that all persons or groups who hold legitimate interests in
an organization do so obtain benefits and there is no priority for one set of interest and benefits
over another
Instrumental Reasons—point to a connection between stakeholder management and corporate
performance; stakeholder management may lead to increases in revenues and reductions in costs
and risks as it increases transactions with stakeholders or as a reputational buffer is created for
crises or potentially damaging litigation
Normative Reasons—appeal to underlying concepts such as individual or group “rights,”
“social contracts”, morality and so on ; form this perspective, stakeholders are persons or groups
with legitimate interests in aspects of corporate activity; and they are identified by this interest
Stakeholder—any group or individual who can affect or is affected by the achievement of the
organization’s purpose and objectives
Stake—can be described as “an interest or a share in an undertaking, [that] can range from
simply an interest in an under-taking at one extreme to a legal claim of ownership at the other
extreme
3 kinds of Stakes—1) equity stakes, 2) economic or market stakes, 3) influencer stakes
,Equity Stakes—are held by those who have some direct “ownership” of the organization, such
as shareholders, directors or minority interest owners
Economic or Market Stakes—are held by those who have an economic interest, but not an
ownership interest, in the organization, such as employees, customers, suppliers, and competitors
Influencer Stakes—are held by those who do not have either an ownership or economic interest
in the actions of the organization, but who have interest as consumer advocates, environmental
groups, trade organizations, and government agencies
Primary Stakeholder Group—is one without whose continuing participation the organization
cannot survive
Secondary Stakeholder Group—defined as those who generally influence or affect, or are
influenced or affected by, the organization, but they are not engaged in financial transactions
with the organization and are not essential for its survival in strictly economic terms ; have a
moral normative interest in the organization and have the capacity to mobilize public opinion in
favor, of, or against, a corporation’s performance
Contractual Stakeholders—are those groups who have some form of legal relationship with the
organization for the exchange of goods and services ; including customers, employees, and
suppliers, are formally tired to an organization because they have entered into some form of
CONTRACT ; the nature of their interest is often economic in providing services or extracting
resources from the organization
Community Stakeholders—involve those groups whose relationships with the organization is
non-contractual and more diffuse, although their relationship is nonetheless real in terms of its
impact ; NOT contractually bound to an organization ; groups such as the government,
regulatory agencies, trade associations and the media, who are nonetheless important in
providing the authority for an organization to function, setting the general rules and regulations
by which activities are carried out, and monitoring and publicly evaluation the conduct of
business operations
Salience—is defined as how visible or prominent a stakeholder is to an organization based on
the stakeholder processing one or more of three attributes: power, legitimacy, and urgency
3 key attributes to classify and prioritize stakeholders—1) power, 2) legitimacy, 3) urgency
Power—the power of the stakeholder group up an organization
Legitimacy—the legitimacy of the claim laid upon the organization by the stakeholder group
Urgency—the degree to which stakeholder claims call for immediate action
Dormant Stakeholders—those who have the power others to impose their will on others but
because they do not have a legitimate relationship or an urgent claim, their power remains
dormant ; latent, possesses one attribute, ex. Prospective customers, wield power by being able to
spend a lot of money or by commanding the attention of the news media
, Discretionary Stakeholders—those who possess legitimate with an organization but have no
power to influence the organization, nor any urgent claims; latent; possesses one attribute; ex.
Recipients of corporate charity
Demanding Stakeholders—those who have urgent claims, but neither the power nor legitimacy
to enforce them; latent; possess one attribute; bothersome but do not warrant serious attention;
ex. Lone demonstrator camped outside—viewed as annoying but will be unconsidered/unnoticed
Dominant Stakeholders—those who have both powerful and legitimate claims, giving them a
strong influence on the organization; two attributes present; stakeholder groups who regularly
transact with or have strong binding relationships with organizations such as employees,
customers, owners, and significant (institutional) investors in the organization
Dangerous Stakeholders—those who have power and urgent claims, but lack legitimacy; two
attributes present; seen as dangerous as they may resort to coercion and even violence; unlawful;
ex. Wildcat strikes, employee sabotage and terrorism
Dependent Stakeholders—those who lack power, but who have urgent, legitimate claims; two
attributes present; rely on others for the power to carry out their will; communities rely on lobby
groups, the media or another form of political representation
Definitive Stakeholder—those who have legitimacy, power and urgency; are powerful and
legitimate stakeholders who NEED to be communicated with; can imply the removal of senior
executives, communication practitioners and managers must urgently attend to their concerns
Power-interest matrix—general objective is to categorize stakeholders on the basis of the
power that they possess and the extent to which they are likely to have or show an interest in the
organization’s activities; to formulate proper strategies on the basis of identifying and
categorizing stakeholders; the mappings give an insight into whether stakeholders should be kept
informed of decisions of the organization or its stance on a particular issue, or instead whether
stakeholders should be actively listened to and communicated with on an ongoing basis
3 Strategies—1) informative, 2) persuasive, 3) dialogue
Informational Strategy—simply a strategy of informing someone about something; press
releases, newsletters and reports meant to make information available about the organization to
its stakeholders; no listening to stakeholders or an attempt to gather feedback; AIM: is simply to
make information available to stakeholders; no listening to stakeholders or an attempt to gather
feedback
Persuasive Strategy—whereby an organization, through campaigns, meetings and discussions
with stakeholders, tries to change and tune the knowledge, attitude and behavior of stakeholders
in a way that is favorable to the organization; corporate advertising and reports; create
awareness; communication flows between an organization and its stakeholders—thus a two-way
communication; organization may gather feedback from stakeholders on how the organization is
being perceived or understood; effects of communication are unbalanced in favor of the
organization
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