Index
The Management Game of Communication
ISBN: 978-1-78635-716-8, eISBN: 978-1-78635-715-1
ISSN: 2398-3914
Publication date: 26 August 2016
This content is currently only available as a PDF
Citation
(2016), "Index", The Management Game of Communication (Advances in Public Relations and Communication Management, Vol. 1), Emerald Group Publishing Limited, Leeds, pp. 293-297. https://doi.org/10.1108/S2398-391420160000001026
Publisher
:Emerald Group Publishing Limited
Copyright © 2016 Emerald Group Publishing Limited
INDEX
Accountability, internal versus external
, 168–169
Accountable information versus steering information
, 172
Administrative goals
, 172–173
Altruistic motivation
, 27
BA curricula
, 56, 64–66
Balance Scorecards (BSC)
, 48–49, 164, 166, 172
Brand officers
, 7
Business advisors
, 4, 7
Business counsellor
, 4
Business knowledge, as limited source factor for communication managers
, 3–20
Business partner
, 4
Career sponsorship
, 209
Change communication
, 169–170, 225–241
future of
, 240–241
objective-individual
, 228, 232–233
objective-social
, 227–228, 229–231
practitioners, education implications for
, 241
reflexive-dialectical
, 228–229, 235–240
subjective-individual
, 228, 234–235
subjective-social
, 227–228, 233–234
Change management, future of
, 240–241
Chief communication officers (CCOs)
, 50–51, 61, 183, 186, 187, 189–192, 194–199
perspective of
, 57–59
Communication
before 2000s
, 71–72
in board’s decision process, integrating
, 58
in business programmes
, 46–47
combining business and, educational challenges to
, 72–76
corporate
, 6, 48, 52, 72, 75, 77–80, 103, 182, 188, 265–285
crisis
, 76
management. See communication management
programmes, management in
, 47–48
routines
, 251
strategic
, 47, 182–185, 273–274, 281–282
strategic leadership
, 138–139
Communication courses, in MBA programmes
, 85–95
current curricula shape, reasons for
, 93–94
methods of
, 88–89
Communication management
, 45–61, 101
CCOs, perspective of
, 57–59
curriculum analysis
, 54–57
definition of
, 48–52
undergraduate programs, course descriptions of
, 64–66
Communication managers, business knowledge as limited source factor for
, 3–20
Communication professionals and organisational decision-making
, 143–158
discriminator
, 154–155
expert
, 153–154
facilitator
, 153
implementer
, 154
interviews and analysis
, 149–150
involvement
, 150
strategic liaison
, 152–153
strategic partner
, 151–152
Communication science vs. economics. See Economics vs. communication science
Companies
relevance attributed to social acceptance
, 110–111
sensitivity to developing environment
, 111
Consulting services
, 101
internal
, 99–117
Context management
distinguished from self-management
, 113–116
external
, 105–106
Corporate communication (CC)
, 6, 48, 52, 54, 55, 72, 75, 103, 182, 188
Master’s programme in
, 77–80
in small- and medium-sized enterprises
, 265–285
Corporate self-management
, 106–107
Creating shared value (CSV)
, 181–199
Crisis communication
, 76
Cultural-cognitive institutions
, 129
Cultural influences on mentoring
, 209–210
Current curricula shape, reasons for
, 93–94
Custom services versus regular services
, 174
Decision-making
communication professionals, role of
, 143–158
definition of
, 251
organisational
, 144–145
strategic
, 245–261
Dialogue
abstract nature of
, 247–249
outcomes, components of
, 252–254
for strategic decision-making processes
, 245–261
Discriminator
, 154–155, 156
Doing the right thing
, 171
Economics vs. communication science
, 23–42
activities
, 34–35, 36
attitudes towards practice
, 27
educational data
, 29–30
ethical knowledge
, 39
evaluation
, 35, 37–38
knowledge
, 37, 38
orientation on ethical principles
, 39, 40
theoretical impact
, 38
understanding and practice of
, 26–27, 31–40
English as the Business Lingua Franca (BELF)
, 74, 75
Ethics
, 173–174
European Association of Communication Directors (EACD)
, 51, 132
European Communication Monitor
, 52, 76, 132, 146
Excellence Theory
, 101
Expert
, 153–154, 156
External accountability
, 168–169
External communication services
, 99–117
empirical deficit
, 100
legitimisation through
, 104–105
External context management
, 105–106
Facilitator
, 153, 156
Flanders
communication management
, 45–61
Formal mentoring
, 212–214
Goals
administrative
, 172–173
organizational
, 172–173
political
, 172–173
Graduate Management Admission Test (GMAT)
, 78, 80
IDEA model
, 252, 254–259
Implementer
, 154, 156
Informal mentoring
, 212–214
Institute for Public Relations (IPR)
, 4
Internal accountability
, 168–169
Internal communicators
, 7
Internal consulting services
, 99–117
empirical deficit
, 100
legitimisation through
, 104–105
International Business Communication (IBC)
Master’s programme in
, 73–76
Ketchum Leadership Communication Monitor
, 131
Key Performance Indicators (KPIs)
, 164, 166, 168, 169
criteria for
, 174–175
disadvantages of
, 177–178
Leadership status of organisations, communicating
, 121–139
attributes of
, 134
country perceptions
, 134–137
Legitimation, legitimacy
, 123–128
in companies, relevance of
, 110–111
as function of public relations
, 103–104
Legitimisation
through external communication services
, 104–105
through internal consulting services
, 104–105
Management, in communication programmes
, 47–48
Management information cycle, challenges to
, 171–174
Management-orientated communicator
, 4, 7
Managerial accountability, need for
, 166–167
Managerial attitude, six-point model for
, 59–60
Market opportunities, redefining
, 190–193
Master’s programme, in Corporate Communication
, 77–80
eligibility for
, 77–78
learning outcomes
, 79–80
structure of
, 78–79
Master’s programme, in International Business Communication
, 73–76
MBA programmes, communication courses in
, 85–95
current curricula shape, reasons for
, 93–94
Mentee
, 206
Mentoring
, 205–221
challenges to defining
, 208–209
cultural influences on
, 209–210
formal
, 212–214
informal
, 212–214
origins of research
, 207–208
and public relations
, 210–212
Mentors
benefits to
, 215–218
multiple
, 214–215
Milan Protocol
, 197
Motivation, altruistic
, 27
Multiple mentors
, 214–215
Negotiators
, 7
Neo-institutionalism
, 123
Networking
, 206
New Public Management (NPM)
, 166–167
consequences of
, 167–168
New structure, search for
, 175–177
Objective-individual dimension, of change communication
, 228, 232–233
Objective-social dimension, of change communication
, 227–228, 229–231
Old-boy network
, 220
Organisational decision-making
, 144–145
Organisational listening
, 102
Organizational goals
, 172–173
Organizational leadership
, 121–139
attributes of
, 134
country perceptions
, 134–137
Political goals
, 172–173
Positioning strategy
, 128–130
Positioning theory
, 128, 130
Practitioner roles and decision-making processes
, 147–148
Press agents
, 7
Products, redefining
, 190–193
Protégé
, 206–209, 211–214
benefits to
, 215–218
PR practice
, 24
PR professionals
classical
, 4, 7
modern
, 4, 7
typology of
, 7
Public relations (PR)
attempt to context management
, 111–113
attitudes towards
, 27, 32–33
as difference management
, 107–108
legitimation as function of
, 103–104
mentoring and
, 210–212
Reflecting-in-action
, 229
Reflecting-on-action
, 229
Reflexive-dialectical dimension, of change communication
, 228–229, 235–240
Regular services versus custom services
, 174
Reputation
, 123–128
Self-management
corporate
, 106–107
distinguished from context management
, 113–116
Silo thinking
, 69–81
Small- and medium-sized enterprises (SMEs), corporate communication in
, 265–285
instruments
, 272–273, 280–281
management
, 277–280
relevance of
, 276–277
strategic communication
, 273–274, 281–282
structure, understanding
, 270–272
Social acceptance in companies, relevance of
, 110–111
Social judgement
, 126
Socio-political institutions
, 129
Stakeholder management
, 249–252
Status
, 124
leadership
, 121–139
Steering information versus accountable information
, 172
Strategic communication
, 47, 182–185
dimensions of
, 184–185
in small- and medium-sized enterprises
, 273–274, 281–282
Strategic leadership communication
, 138–139
Strategic liaison
, 152–153, 156
Strategic partner
, 151–152, 156
Subjective-individual dimension, of change communication
, 228, 234–235
Subjective-social dimension, of change communication
, 227–228, 233–234
Sustainable supply chain
value chain enhancement through
, 193–195
Trust relationships
value chain enhancement through
, 193–195
Value-based management
, 168
- The Management Game of Communication
- Advances in Public Relations and Communication Management
- The Management Game of Communication
- Copyright Page
- List of Contributors
- Series Preface
- Introduction
- Part I: Linking Communication and Business
- Business Knowledge as a Limited Success Factor for Communication Managers: Results of a Survey in the German-Speaking Context
- Public Relations: Economics vs. Communication Science – Effects of Education on the Practice in Austrian Non-Profit Organisations
- Communication and Management: An Obvious Relationship? The BA Curricula in Communication Management in Flanders
- Silo Thinking is Out, Fortress Invaded: Running a Communication Programme at a Business School
- Communication Courses in MBA Programmes: An Analysis of Curricula of Business Schools in the United States and Europe
- Part II: Communication, Leadership and Organisational Goals
- Bulwark of the Company or Advocate of Stakeholders? Public Relations Strategies between Influencing and Consulting
- Communicating the Leadership Status of Organisations: A Cross-National Study in 10 European Countries
- Communication Professionals and Organisational Decision-Making: A Finnish Study of Practitioner Roles
- Putting Communication and Soft Tools into Managerial Scoring Scope: Hurdles and Opportunities for Combining Communication and Managerial Insights (KPIs)
- Creating Shared Value through Communication: A Case Study Analysis of Barilla
- Part III: New and Emergent Thinking around the Practice
- Exploring the Magic of Mentoring: Career Planning for the Public Relations Profession
- Change Communication: Emerging Perspectives for Organisations and Practitioners
- Dialogue for Strategic Decision-Making Processes: An IDEA Model
- Corporate Communication in SMEs: Unveiling an Ignored Field of Practice
- About the Contributors
- Index