Corporate Communication
Tutorial 2 – The Corporate Communication Function (Individual)
Answer all the questions below.
1. Strategic communication can be defined as the purposefully use of
communication by an organization to fulfill their overall missions.__
2. The communication theory can be successfully by thinking carefully put into
THREE important parts in the communication strategies. Give the THREE (3)
important component in the communication theory.
The first component in a corporate communication strategy is the
organization. The second component, in place of Aristotle’s “person . . . to
whom the end or object of the speech refers,” is the constituency. The final
component, which Aristotle describes as “the subject of which he treats,” will
be referred to as messages.
3. The three subsets of an organization strategy to make effective corporate
communication strategy is include (1) determining the objectives for a
particular communication, (2) deciding what resources are available for
achieving those objectives, and (3) diagnosing the organization’s reputation.
4. The first part of an effective corporate communication strategy relates to the
organization itself is Determining Objectives.
5. Determining an objective is a process of planning. Planning is the management
function including determining the organization’s objectives and deciding how
to accomplish them.
6. The basis for defining an objective of messages is to find out What does the
organization want each constituency to do as a result of the communication?
7. In deciding what resources are available to determine how to communicate
about something like an employee benefits plan, is depends on what resources
are available. List THREE (3) what are the resources.
Including money, human resources, and time.
8. Besides we are looking into resources that available and determine the
objective, there is another theory that we need to see, which is diagnosing the
organization’s reputation. Which means that the organizations must
determine what kind of image credibility they have with the constituencies in
question.
9. Define what does mean by damage image credibility. Give one examples of
cases reflected on this theory.
Damage to image credibility in corporate communication refers to the harm
caused to a company's reputation or public perception due to an incident,
behavior, or communication that conflicts with the values or trust the
company has established with its stakeholders. This damage can undermine
stakeholders' trust, lead to public criticism, and negatively impact the
company's financial, operational, or social standing.
Example: Volkswagen Emissions Scandal (2015): Volkswagen faced severe
damage to its credibility when it was discovered they installed software in
diesel cars to cheat emissions tests. The company, known for promoting eco-
friendly vehicles, breached public trust, leading to global outrage, legal
penalties, and financial losses. This scandal highlighted how contradicting
brand values can result in long-term reputational harm and stakeholder
mistrust.
10. Namely who are the constituencies of the organization.
Primary: Employees, Customers, Shareholders, Communities
Secondary: Media, Suppliers, Government (Local, Regional, National),
Creditors
11. Explain how that the company makes sure that their delivered the messages
effectively.
Delivering messages appropriately involves a two-step analysis for companies.
A company must decide how it wants to deliver the message (choose a
communication channel) and what approach to take in structuring the
message itself.
Choosing the right communication channel: Companies need to carefully
select the most suitable channel for their message, considering factors like
audience, message urgency, and desired impact. This involves evaluating
various options like press releases, memos, emails, intranet posts, and others.
Structuring the message effectively: The data emphasizes the importance of
choosing between direct and indirect message structures. While direct
communication is generally preferred for its clarity, indirect structures can be
necessary in certain situations. However, the passage strongly discourages the
"no message" approach, advocating for transparency and proactive
communication, even when facing challenging situations.
The passage also acknowledges the influence of legal considerations on
corporate communication, particularly in the United States, where legal teams
often prioritize minimizing legal risks over public perception.
By carefully selecting channels, structuring messages clearly, and proactively
addressing public concerns, companies can ensure their messages are
effectively received, understood, and impactful.
BB211 – Corporate Communication
Tutorial 2 – Case Study.
A Carson Company’s case study
The Carson Company’s decentralized approach in dealing with its stakeholders poses communication
inefficiencies in the company. There is a communication breakdown between the branches of the
company. These inefficiencies arise for example in the procurement of materials. The central office is
unable to get proper communication from the managers of different plants. Lack of effective
communication has caused a downward spiral in the company’s performance.
Communication in the company has turned out to be one way; effective communication should be two
ways where feedback is obtained from the second party in communication. Haskell drafted a emo and
send it to the 30 materials manager.
Dear materials Manager,
Carson’s board of directors has approved a new procurement process. Henceforth, all materials
managers in each plant will alert the Vice president of corporate procurement about contract above
$100,000 which the plan to negotiate at least a week before the day they will be signed.
Sincerely,
Richard Todd Haskell,
Vice President Procurement.
For several weeks’ material managers of several Carson plans never responded on his communication to
them. The headquarters of the company had for several weeks heard nothing as pertains to the various
plants negotiations with suppliers. This caused a dwindled performance; lack of proper communication of
proper communication has disabled Mr. Haskell in monitoring performance and what injections are
needed to improve the performance.
Mr. Haskell is faced with the burden of personal and office work; he has no adequate time to visit all the
plants. The cost involved is also high. There is also wastage of resource, time which a scarce resource is.
Lack of proper channels of communication has disabled Mr. Haskell from implementing the key plans
needed to expand the organizations performance. Proper communication is important in any organization,
breakdown of communication as experienced in the Carson Company leads to underperformance and
unhealthy organizational culture. Mr. Haskell cannot be at all the plants at the same time, management of
the plants needs to be centralized, and this can be achieved when there is proper communication.
Questions:
1. What problems does Carson Container Company have that will affect its communications?
Carson Container Company faces several challenges that impact its communication effectiveness. First,
the company's procurement system is highly decentralized, with each plant operating independently. This
lack of alignment makes it challenging to establish uniform communication practices and consistent
processes across the organization.
Second, there is minimal engagement between key personnel. Richard Haskell, the Vice President of
Corporate Procurement, has had limited interactions with the materials managers, which may result in a
lack of rapport or understanding between the central office and the plants. This weak connection can
contribute to communication barriers and resistance to implementing new policies.
Third, Haskell’s memo received little to no meaningful feedback, which suggests that managers may not
fully grasp or value the importance of the updated procurement procedure. The absence of follow-up from
the plants highlights potential hesitation or a lack of commitment to the new approach.
Lastly, the demanding nature of the business environment poses additional challenges. The plants are
preoccupied with daily operations, making it difficult for them to allocate time and resources to adopt and
execute new communication protocols effectively.
2. What specific problems does Mr. Haskell have as a result of his communication to materials
managers?
Mr. Haskell encounters several distinct challenges stemming from his communication with the materials
managers. Although the managers responded courteously to his memo, their brief replies lacked depth,
indicating that they might not fully comprehend or support the updated procurement policy. Furthermore,
the plants did not provide any follow-up on contracts exceeding $100,000 as mandated by the new
directive, suggesting that the managers either overlooked or deprioritized the policy.
Haskell's choice to rely solely on written communication without meeting the managers in person likely
hindered his ability to foster strong relationships and build trust, which may have contributed to their lack
of engagement with the changes. Additionally, using only a memo to introduce a major policy shift may
have been insufficient to emphasize its significance or ensure that the managers fully understood and
implemented the new procedures.
3. What advice would you give Haskell to help is and Carson’s problems?
To address the challenges facing both himself and Carson Container Company, Haskell should implement
several key strategies. First, he should work on strengthening relationships with the materials managers
by organizing face-to-face meetings, virtual conferences, or visits to significant plants. These efforts
would help establish trust, enhance communication, and encourage cooperation.
Second, relying solely on memos for significant policy updates is inadequate. Haskell should diversify his
communication approach by incorporating tools like webinars, routine team discussions, and interactive
sessions to ensure the new procedures are fully understood and appreciated. He should also clearly
articulate the reasoning behind the new procurement process, emphasizing its potential to improve
efficiency, reduce costs, and bring long-term benefits to the company, making the changes more
compelling for the managers.
Furthermore, including the materials managers in the development and refinement of the new procedures
would increase their sense of ownership and engagement. Gathering their feedback could also lead to
valuable insights for improving the policy. Rolling out the changes gradually, starting with a pilot phase,
would allow the company to test and refine the process while minimizing disruption.
Finally, Haskell should take an active role in overseeing the rollout by conducting regular follow-ups,
reviewing progress, and addressing concerns in real time. This hands-on approach would ensure a
smoother adoption of the new system and improve overall communication within the company.
