Strategic Employee Communication : Building a Culture of Engagement.

By: Thornton, Gail SContributor(s): Mansi, Viviane Regina | Carramenha, Bruno | Cappellano, ThatianaMaterial type: TextTextSeries: eBooks on DemandPublisher: Cham : Springer International Publishing AG, 2018Copyright date: ©2019Description: 1 online resource (332 pages)Content type: text Media type: computer Carrier type: online resourceISBN: 9783319978949Subject(s): Communication in personnel management | Business communicationGenre/Form: Electronic books.Additional physical formats: Print version:: Strategic Employee Communication : Building a Culture of EngagementDDC classification: 658.314 LOC classification: HF4999.2-6182Online resources: Click here to view this ebook.
Contents:
Intro -- Foreword -- Preface -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- Part I Organizational Culture -- 1 The Incoherence of a Solid Organizational Culture for Liquid Employees -- The Role of Work to the Subject -- The Solid Modernity of Organizational Culture -- The Liquid Employee -- Final Considerations -- References -- 2 Bodymedia Theory: A Value Proposition for Organizational Culture -- The Experience of the Body in Capitalism -- Biopolitical Summonings -- The Body Within Employee Communication Practices -- What Is Bodymedia Theory? -- Considerations -- References -- 3 Organizational Ethics: The Challenges Faced by Communication and Culture to Change Behaviors -- Strategic Role of the Communication Professional -- The Will and Example of Leaders -- License or Historic Justification -- Coherent Communication -- Aligned Management Practices -- Informal Narratives -- Our Challenge -- References -- 4 Leadership Communications with an Appreciative Approach in a Participative Culture: The Case of Nutrimental -- Integrated Organizational Communications -- Leadership Communications and Appreciative Leadership -- Appreciative Inquiry -- Case Study Methodology -- References -- 5 WhatsApp and the Mediatization of Informal Communication in Organizations -- Contemporaneity and Mediatization -- Digital Media -- Employee Communication and Its Importance Within Organizations -- Informal Communication -- WhatsApp and Informal Communication -- Main Features -- Evidence: Empirical Observations -- The President's Last Name -- Final Considerations -- References -- 6 Diversity Management: An Overlook on Brazil's Largest Companies -- Diversity Management -- Methodology -- Results -- Finding #1: Diversity Matters, but Is Not Relevant -- Finding #2: An Empty Speech, a Poor Experience.
Finding #3: There Is Diversity, but It Is Waiting to Be Embraced -- Finding #4: With Constant Prejudice, Tolerance Is Confused with Inclusion -- Finding #5: Oblivious, Absent, and Sarcastic Leadership -- Finding #6: Diversity: How Much Is It Worth -- Final Considerations -- References -- 7 Behind Every Engagement There Is Always a Good Story -- Storytelling to Help Support Functions and Business Areas -- Reference -- 8 Employer Branding, Employee Value Proposition, and Employee Experience: New Approaches for People Management in Organizations -- Why Employer Branding? -- Branding & Brand Equity: Foundations -- Employer Branding: Concepts -- The Employee Value Proposition (EVP) -- Employer Branding and Employee Experience: What You See, What You Get -- What Is Next -- Bibliography -- Part II Leadership and Engagement -- 9 Internal Communications Flourishes at the Grassroots: The Growing Importance of Managers in Employee Engagement -- The More Employees Feel Informed and Engaged, the Better -- Meeting the Challenges of Employee Engagement -- (Appropriate) Content is King -- Case Study -- Building Global Internal Communications for Emerging Markets -- Continuity: It is Never Really "Done" -- Case Study -- Engaging Employees in Change at the Country Level -- Conversation: It Must Be a Two-Way Street -- Case Study -- Reinforcing Corporate Culture Through Top-Down and Bottom-Up Employee Engagement -- Overcoming the Challenges of Employee Engagement -- References -- 10 Work, Motivation, and Monday Mornings -- Motivation -- Purpose -- Ownership -- Self-Awareness -- 11 Building Trust from the Inside Out: Employees and Their Power of Influence -- What Is Trust? -- Edelman Trust Barometer Survey -- Trust as a Key Element of Communication -- What's Next? -- 12 Leadership Communications, Dialogue, and Communications Areas: New Paths for Employee Communications.
Does Involving Leaders Make Sense? -- A Matter of Dialogue -- The Role of Communications Areas -- 13 Social Team Building as a Practice of Corporate Values to Achieve Engagement -- Complexity "in" and of "Relations" -- Communication, Leadership, and Engagement in Organizations -- Humanization in Organizations -- Social Team Building, Team Interaction, and Empowerment Through Social Impact Action -- A Leadership Engagement Experience -- Engaging, Sharing Values and Purpose -- References -- 14 Humanized Employee Communications: The Possible Contributions of Public Relations in the BIOFAST Group Experience -- The Importance of the Human and Intellectual Capital for the Organizations in the Twenty-First Century -- Case: BIOFAST Group -- References -- Part III Planning and Measurement -- 15 Employee Communications Management: The Role of Planning and Communication Channels -- Maturity Levels -- Planning -- Steps of Planning (as a Product) -- Communications Channels -- References -- 16 The Maturity Matrix for Employee Communications: Paving the Way for a New Model of Organizational Communications -- Current Challenges in Employee Communications -- Motivations, Aspirations, and Objectives -- Maturity Matrix Drivers -- Tactical Driver -- Strategic Driver -- Political Driver -- Premises -- Maturity Levels -- Maturity Level 1: Tactical-Suppressed Demand -- Tactical Drivers -- Strategic Drivers -- Political Drivers -- Maturity Level 2: Tactical-Demand Oriented -- Tactical Drivers -- Strategic Drivers -- Political Drivers -- Maturity Level 3: Consultant -- Tactical Drivers -- Strategic Drivers -- Political Drivers -- Maturity Level 4: Strategist -- Tactical Drivers -- Strategic Drivers -- Political Drivers -- Maturity Level 5: Advisor -- Tactical Drivers -- Strategic Drivers -- Political Drivers -- Using the Maturity Matrix to Ascertain Current Maturity Level.
Conclusions -- 17 Planning and Measurement: Propositions for the Strategic Work of Employee Communications -- Multiple Approaches to Complex Challenges -- Planning and Leadership -- Research -- Leadership Engagement -- Reputation -- Planning -- Mission -- Business Scenario -- Internal and External Analysis -- Objectives -- Strategies -- Assessment -- Indicators Definition -- Measuring the Strategy -- The Bad News -- References -- 18 Communication Measurement as a Key Factor for Organizational Strategy Success -- How to Plan and Measure Communications? -- Putting the Plan into Practice -- Identify Organizational Goals -- Identify Target Audiences -- Establish KPIs for Each Objective, as Well as Short-Term Targets -- Choose Tools for Control and Benchmark -- Analyze Results -- Present Results to the Company Board -- Continually Measure to Enhance Performance -- References -- 19 On the Imperative of Planning Employee Communications: Theoretical Considerations and the Case Study of Vale -- When Planning Makes a Difference -- Planning vs. Opportunity: The Fine Art of Finding a Balance -- Employee Communications Plans in Practice -- Communicating and Building Relationships with Internal Stakeholders Universo Vale -- Background -- Objectives -- Stakeholders -- Planning and Execution -- Results -- Key Figures -- Conclusions -- References -- 20 Simplification to Drive Relevance: GE's Moment of "Letting Go" -- In Practice: What We Are Letting Go Of -- Inspiration to Join the "Letting Go" Movement -- 21 Communications Agencies in Practice: Reflections and Stories from Working with Clients in Employee Communications Projects -- Operational vs. Strategic: What Is the Current Role of Employee Communications in Your Company? -- Part IV Channels and Campaigns -- 22 On Employee Communications Channels and Campaigns -- Positioning Employee Communications.
Employee Communications Channels and Their Uses -- Communications Campaigns -- Conclusions -- 23 Corporate Mobile Communication: Challenges and Reflections in an Environment of Connected Employees -- Work Environment and Employees' Relationships -- Recent Technological Innovations at the Service of Communication -- Cell Phones -- Tablets -- Programs for Mobile Communication -- Digital Context on Internal Communication: Concepts, Practices, and Impacts -- Risks and Challenges for Mobile Internal Communication -- References -- 24 An Employee Communications Strategy to Support the Launch of a New Business Strategy -- Background -- The Healthcare System and Pharmaceutical Market in Mexico -- Factors Influencing the Lack of Growth in the Mexican Pharmaceutical Market -- Drug Distribution, Demand Generation, and Pricing -- New Public Policy for the Purchase of Medicine -- A New Sales Strategy and Business Vision -- Lack of Credibility Among Employees About the New Business Plan -- The Challenge: To Invest or Not to Invest in Communications? -- Restructuring Announcement and Impact on Job Posts -- New Business Strategy -- Communications Scheme -- Visual Identity -- Objective -- Strategy -- Communications Materials -- Kick Off -- Meetings with Functional Leaders -- New Technologies -- Communications Channels -- Results -- Conclusions/Recommendations -- 25 Rituals and the Leaderships: Cases of Strategic Use of Communication Campaigns for the Employees -- Case 1: Either You Put the Students in the Classroom, or We Will End Your Course -- Case 2: Our Product Is Not Allowed Within Our Own Company -- Case 3: I Would Never Allow Defective Production of Goods in My Shift! -- Index.
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Intro -- Foreword -- Preface -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- Part I Organizational Culture -- 1 The Incoherence of a Solid Organizational Culture for Liquid Employees -- The Role of Work to the Subject -- The Solid Modernity of Organizational Culture -- The Liquid Employee -- Final Considerations -- References -- 2 Bodymedia Theory: A Value Proposition for Organizational Culture -- The Experience of the Body in Capitalism -- Biopolitical Summonings -- The Body Within Employee Communication Practices -- What Is Bodymedia Theory? -- Considerations -- References -- 3 Organizational Ethics: The Challenges Faced by Communication and Culture to Change Behaviors -- Strategic Role of the Communication Professional -- The Will and Example of Leaders -- License or Historic Justification -- Coherent Communication -- Aligned Management Practices -- Informal Narratives -- Our Challenge -- References -- 4 Leadership Communications with an Appreciative Approach in a Participative Culture: The Case of Nutrimental -- Integrated Organizational Communications -- Leadership Communications and Appreciative Leadership -- Appreciative Inquiry -- Case Study Methodology -- References -- 5 WhatsApp and the Mediatization of Informal Communication in Organizations -- Contemporaneity and Mediatization -- Digital Media -- Employee Communication and Its Importance Within Organizations -- Informal Communication -- WhatsApp and Informal Communication -- Main Features -- Evidence: Empirical Observations -- The President's Last Name -- Final Considerations -- References -- 6 Diversity Management: An Overlook on Brazil's Largest Companies -- Diversity Management -- Methodology -- Results -- Finding #1: Diversity Matters, but Is Not Relevant -- Finding #2: An Empty Speech, a Poor Experience.

Finding #3: There Is Diversity, but It Is Waiting to Be Embraced -- Finding #4: With Constant Prejudice, Tolerance Is Confused with Inclusion -- Finding #5: Oblivious, Absent, and Sarcastic Leadership -- Finding #6: Diversity: How Much Is It Worth -- Final Considerations -- References -- 7 Behind Every Engagement There Is Always a Good Story -- Storytelling to Help Support Functions and Business Areas -- Reference -- 8 Employer Branding, Employee Value Proposition, and Employee Experience: New Approaches for People Management in Organizations -- Why Employer Branding? -- Branding & Brand Equity: Foundations -- Employer Branding: Concepts -- The Employee Value Proposition (EVP) -- Employer Branding and Employee Experience: What You See, What You Get -- What Is Next -- Bibliography -- Part II Leadership and Engagement -- 9 Internal Communications Flourishes at the Grassroots: The Growing Importance of Managers in Employee Engagement -- The More Employees Feel Informed and Engaged, the Better -- Meeting the Challenges of Employee Engagement -- (Appropriate) Content is King -- Case Study -- Building Global Internal Communications for Emerging Markets -- Continuity: It is Never Really "Done" -- Case Study -- Engaging Employees in Change at the Country Level -- Conversation: It Must Be a Two-Way Street -- Case Study -- Reinforcing Corporate Culture Through Top-Down and Bottom-Up Employee Engagement -- Overcoming the Challenges of Employee Engagement -- References -- 10 Work, Motivation, and Monday Mornings -- Motivation -- Purpose -- Ownership -- Self-Awareness -- 11 Building Trust from the Inside Out: Employees and Their Power of Influence -- What Is Trust? -- Edelman Trust Barometer Survey -- Trust as a Key Element of Communication -- What's Next? -- 12 Leadership Communications, Dialogue, and Communications Areas: New Paths for Employee Communications.

Does Involving Leaders Make Sense? -- A Matter of Dialogue -- The Role of Communications Areas -- 13 Social Team Building as a Practice of Corporate Values to Achieve Engagement -- Complexity "in" and of "Relations" -- Communication, Leadership, and Engagement in Organizations -- Humanization in Organizations -- Social Team Building, Team Interaction, and Empowerment Through Social Impact Action -- A Leadership Engagement Experience -- Engaging, Sharing Values and Purpose -- References -- 14 Humanized Employee Communications: The Possible Contributions of Public Relations in the BIOFAST Group Experience -- The Importance of the Human and Intellectual Capital for the Organizations in the Twenty-First Century -- Case: BIOFAST Group -- References -- Part III Planning and Measurement -- 15 Employee Communications Management: The Role of Planning and Communication Channels -- Maturity Levels -- Planning -- Steps of Planning (as a Product) -- Communications Channels -- References -- 16 The Maturity Matrix for Employee Communications: Paving the Way for a New Model of Organizational Communications -- Current Challenges in Employee Communications -- Motivations, Aspirations, and Objectives -- Maturity Matrix Drivers -- Tactical Driver -- Strategic Driver -- Political Driver -- Premises -- Maturity Levels -- Maturity Level 1: Tactical-Suppressed Demand -- Tactical Drivers -- Strategic Drivers -- Political Drivers -- Maturity Level 2: Tactical-Demand Oriented -- Tactical Drivers -- Strategic Drivers -- Political Drivers -- Maturity Level 3: Consultant -- Tactical Drivers -- Strategic Drivers -- Political Drivers -- Maturity Level 4: Strategist -- Tactical Drivers -- Strategic Drivers -- Political Drivers -- Maturity Level 5: Advisor -- Tactical Drivers -- Strategic Drivers -- Political Drivers -- Using the Maturity Matrix to Ascertain Current Maturity Level.

Conclusions -- 17 Planning and Measurement: Propositions for the Strategic Work of Employee Communications -- Multiple Approaches to Complex Challenges -- Planning and Leadership -- Research -- Leadership Engagement -- Reputation -- Planning -- Mission -- Business Scenario -- Internal and External Analysis -- Objectives -- Strategies -- Assessment -- Indicators Definition -- Measuring the Strategy -- The Bad News -- References -- 18 Communication Measurement as a Key Factor for Organizational Strategy Success -- How to Plan and Measure Communications? -- Putting the Plan into Practice -- Identify Organizational Goals -- Identify Target Audiences -- Establish KPIs for Each Objective, as Well as Short-Term Targets -- Choose Tools for Control and Benchmark -- Analyze Results -- Present Results to the Company Board -- Continually Measure to Enhance Performance -- References -- 19 On the Imperative of Planning Employee Communications: Theoretical Considerations and the Case Study of Vale -- When Planning Makes a Difference -- Planning vs. Opportunity: The Fine Art of Finding a Balance -- Employee Communications Plans in Practice -- Communicating and Building Relationships with Internal Stakeholders Universo Vale -- Background -- Objectives -- Stakeholders -- Planning and Execution -- Results -- Key Figures -- Conclusions -- References -- 20 Simplification to Drive Relevance: GE's Moment of "Letting Go" -- In Practice: What We Are Letting Go Of -- Inspiration to Join the "Letting Go" Movement -- 21 Communications Agencies in Practice: Reflections and Stories from Working with Clients in Employee Communications Projects -- Operational vs. Strategic: What Is the Current Role of Employee Communications in Your Company? -- Part IV Channels and Campaigns -- 22 On Employee Communications Channels and Campaigns -- Positioning Employee Communications.

Employee Communications Channels and Their Uses -- Communications Campaigns -- Conclusions -- 23 Corporate Mobile Communication: Challenges and Reflections in an Environment of Connected Employees -- Work Environment and Employees' Relationships -- Recent Technological Innovations at the Service of Communication -- Cell Phones -- Tablets -- Programs for Mobile Communication -- Digital Context on Internal Communication: Concepts, Practices, and Impacts -- Risks and Challenges for Mobile Internal Communication -- References -- 24 An Employee Communications Strategy to Support the Launch of a New Business Strategy -- Background -- The Healthcare System and Pharmaceutical Market in Mexico -- Factors Influencing the Lack of Growth in the Mexican Pharmaceutical Market -- Drug Distribution, Demand Generation, and Pricing -- New Public Policy for the Purchase of Medicine -- A New Sales Strategy and Business Vision -- Lack of Credibility Among Employees About the New Business Plan -- The Challenge: To Invest or Not to Invest in Communications? -- Restructuring Announcement and Impact on Job Posts -- New Business Strategy -- Communications Scheme -- Visual Identity -- Objective -- Strategy -- Communications Materials -- Kick Off -- Meetings with Functional Leaders -- New Technologies -- Communications Channels -- Results -- Conclusions/Recommendations -- 25 Rituals and the Leaderships: Cases of Strategic Use of Communication Campaigns for the Employees -- Case 1: Either You Put the Students in the Classroom, or We Will End Your Course -- Case 2: Our Product Is Not Allowed Within Our Own Company -- Case 3: I Would Never Allow Defective Production of Goods in My Shift! -- Index.

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