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    PR Principles & Practices Chapter 9

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    29 Ansichten21 Seiten

    PR Principles & Practices Chapter 9

    Hochgeladen von

    MME FTE
    PR Principles & Practices Chapter 9

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    © All Rights Reserved
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    von 21
    Chapter 9 Internal Relations and Employee Communication LEARNING OUTCOMES ‘After studying Chapter 9, you should be able to: 1m Define internal relations and employee communication as a part of the public relations function, using the basic elements ofthe definition of publi relations. 1m Argue convincingly for the importance of the internal relations function. 'm Discuss the impact of organizational culture on internal communication. mt Apply systems theory to internal relations, 1m Discuss some of the regulatory and business contexts for internal relations. 1m Explain the major purposes of employee communication. mt Describe nonmediated and mediated means of communicating with internal publics, [As leaders, we must accept the challenge to create a work environment that sets the world-class standard where individual differences not only are recognized and valued, but indeed embraced because of the richness they bring to thinking, creating, problem solving, and understanding our customers and communities. _Manrivw LAURIE," EXECUTIVE VIGE PRESIDENT, Popuic Retations (Rerimep), ATST a en failure depends. You may think of public relations as communicating with exter] publce However, te internal publes—employees—are any organization's most important public, O° Jamter went farther, asserting that companies today “realize employees aren't ust another audience —they #"° the company.”? “This chapter discuses how public selations contributes to effective communication within an organssa¥e ako vecndga ts “internal eations” Communication inside an organization is arguably even more import! ae ere ae panication, because th organization has to function effectively in ataning is goals in det aaa cave In shor, “timely complete, and accurate corporate communication and face-to-face managerial com munication can help to secure employee action in favor of company goals.” P= relations deals with the relationships among organizations and all types of publics on whom orét Inte ap orga! staff, an General so vital tant auc employs For he had to You! it also ¢ The importa nicatior internal cation t which and me: ipo! Anorge interna These j Smith, ing inte ofthe p relate CChapter9 + Internal Relations and Employee Communication 189 ie ing production line workers, managers and supervisor, admnistanve ia communion tap ae ity mae A ir auecess As one practitioner put it “an organization's most impor- Hal been and always will be its employees. ° Another explained: “When your ta ting or you, you're in trouble. There's ne amount of advertising 0 over- “| work at that. ‘hospital and it’s got problems.” sic’ pan «place. The second section addresses some of the problems and challenges faced in. Be retpiace. The chapter concludes with a review of some ‘commonly employed means by ation act er sone sayin ube PORTANCE OF INTERNAL RELATIONS nization’ most important relationships are those with employees ata levels. The terms Pe cblcs and employee pubic refr to both managers and the people being supervised E pubes represent an organizations greatest resource—its people, According to Alvie Feaneter director of corporate communications at General Motors, two factors ae chang: verml communication with employees and enhancing managements respect for this part jpublic relations function: 1 ‘Thevalue of understanding, teamwork, and commitment by employees in achiev- ing bottom-line results. These positive aspects of worker behavior are strongly influenced by effective, way-of-life interactive communications throughout the organization. . The need to build a strong manager communication network, one that makes every supervisor at every level accountable for communicating effectively with his or her employees. This needs to be more than just job-related information and should include Key business and public issues affecting the total organization.® [Emphasis added.) Organizations miss out on a sizable share of their human resource potential because they pt pt a high priority on effective, two-way communication—the foundation for manage- §npoyee relations and overal jb performance. Smith calls the consequence ‘slothing on The uly truth is that employee disloyalty and lack of commitment to organizational goals ty becosing American business more han 30bllion ayes, hecost ofabenelam Sor gran, production infections, poor quai, repr and waranty expeniey Peiaps mow cs of alls ination by employes who withhold their est forts and as; who cruise along with just passable performance.” B The coor on cotination and mediation necessary for dealing with employees today put the public ‘with its communication knowledge and skills, square in the middle of managing 490 Part Il + Foundations internal relationships. For example, former Delta Air Lines chairman and CEO Ronald W. Ale ‘Who rose through the ranks by running departments such as human resources and taining, sg his primary job as cultivating @ motivated and loyal workforce.” Day-to-day working relationships involve a great deal of contact, but effective employee communication develops in a climate of trust and honesty.” Ideally, working relationships are characterized by at leat seven conditions: Confidence and trust between employer and employees Honest, candid information flowing freely up, down, and sideways in the organization Satisfying status and participation for each person Continuity of work without strife Healthy or safe surroundings Success for the enterprise (Optimism about the future “The chief executive must establish this culture and endorse it as formal policy. Even with such support from the top, however, many barriers stand in the way of free flowing, two-way ‘communication in organizations. “Opinion Research Corporation has tracked employee opinions of organizational inter nal communication since 1950. Large majorities consistently give their organizations favorable Scores on credibility, but fewer than half say their organizations do a good job of “letting them know what is going on,” or downward communication (management to employes). Les than hralfaleo give high marks to their organization’ willingness to “listen to their views” or upward communication (employee to management). Face-to-face communication with an “open-door policy” is the primary medium for encouraging upward, two-way communication and for building good working relationships with employees. Balancing the needs for employee satisfaction with the success ofthe enterprise I but one aspect of the continuous adjustment and reconciliation in employer-employee relationships specially in multicultural settings. Asa part ofthe larger public relations function, however the goal of internal relations is to establish and' maintain mutually beneficial relationships between an organization and the employees on whom its success or failure depends, CULTURAL CONTEXTS Understanding the internal communication of any organization requires analysis of the culture ofthat organization. Some who study organizational culture define tas the shared meanings and Sssumptions of group members Others focus on culture as a common values system or the behavioral norms in the organization." Organizational culture is an important consideration because thas a significant impact on the model of pubic relations an organization practices and con the internal communications that follow. Experts note that a poor cultural fit can make even highly qualified employees ineffective on the job."* Organizational culture isthe sum toll of shared values, symbol, meanings, belie fsctmptions, and expectations that organize and integrate a group of people who work together. “The culture of an organization is often what defines it as different from other organizations: and-ifmanaged properly--can bea valuable asset in building cohesion and teamwork inside = rgarzation, resulting in organizational effctiveness—reaching ts goals. Organizational < toes defines the values and norms used by decision makers in an organization, Worldviews ane rgunizationalealture define the range of responses prefered in any given situation. Althove {rofien unspoken, organizational cultures a powerful influence on individual bebaviors within ‘an organization pimen pimens srost 1 sathoug be appl cultures 7 swbich i with hi dierer within would! employ I sistane power the £0] distan manag with ‘mana values distan speak! their ticeu indiv empl Indiv ord publ bene relat thei the: eq) tole tale bal CChapter9 + Internal Relations and Employee Communication 191 ave ways in which culture canbe casiied and explained. One of the colt of various cltural dimensions was conducted by Geert Hofstede." sown studies Pr sed on national cultures, the dimensions that he articulated can rat ih Batre yHotda the cone of awe its Be ope emg natura sncangbl An orenzon Pein whch managers depos sehen een a yes eps agers simply eau fthe poston hey hl es pmo om he lower employees tothe mange vl tat low power distance organizations on which managers and nova dase th fret tion wii he riz, eh te cal boone fr ihlevel manages offre ng nin after os workers of zen! oss e ho sn poctone ged wih communi otal he Fe Fort es fw cunt mwas shold be semi Tn h Snes on, communication mgh emptasizs the pover and author of nc enon For example in South Kose ch as ih over ageing ete and atonal cute there sigh soll distance Between Beeb ec and manager can con he orgeization’scmmuniaon sem Fe ie fcence’ from employee” er er dance rgnizato,ntoation might be bet rece ithe ec) cartes between Bel or hee andthe employes in tems of ga rie pape many comporationsin the United Sate ataditonaliy lw power i xc ated company tog in wich employees ntact drt with 0% Be Nt equa ating tem hard questions an expecing ime answers a dvenion of ult i individualism or the extent to which people put {oltee a ahead ofthe needs ofthe group, Orgeizations with strongindividualis- Fr oyareon th bass oftheir personal achievement, and theres competition Hane pn tat individual cognition. On the oter hand, organizations weak in Bee in cllectiviam, emphasizing the needs and accomplishments of teams of Fran fecasing onthe gos of the group instead ofthe goals ofthe individual Tee andlor communication messages, the pubic relations practitioner in «highly doula care might emphasize the action that employees can tke a individual in Toaccongls someting sy, succesful recycling program. In more cllectivist culture ‘claions mseages might fsteadfocis on how recyling i a team responsibilty that everyone nthe organization. Asanother example, none study ofan international public os Tm, employees rom cultures high in individualism prefesed less standardization of ork ates Tn other word, they wanted odo theiobs their own Way. Third, Hofstede Identified uncertainty avoidance as a cltural dimension that explains Bint. which people prefer organizational communication andstructres that reduce thee tnx In companies with high uncertainty avoidance, employees tend to prefer “lear ret an stcns tool onion sole fees 5, and 1 ey Beery tot nploze nal net aan uke ope mo fe aon have we reins hang. and how gate! Are rfaniations wit low uncertainty avoidance ae more likely to engage in two : eae activities; in other words, they do not feel threatened by input from their ons of ture Final 5 Bsiea Hotiedes our dimension of clue, which be called maseliniy, dees hat are traditionally (or stereotypically) “masculine,” such as aggressiveness and + Foundations independence. An organization that i high in mascainty rewards competitiveness and inti indie other hand, an organization thats low in mass wiRT) rewards nurturing and coop. | tire On eg tradtonally or tereorypial “Feminine” charac oT For the public relations Sractitioner, employee communieation must est ‘organizational values tobe effective, and Braces ty of caltare offers one way to characterize thos TE ‘Thus in an organization wrth high masculinity, an employee communication progran encourage peoduction might wih high eon between individuals or departments. Ina AOSTE with low masculin offs «compa ployee communication program might point out wining the production rye pances or murtures employees’ sense of self-esteem Applying Systems Theory to Internal Relations Chapter 7 outlined the ecological approach to publ relations and how organizations can be ‘clatvely open or closed systems. Ths approsch spPlis ‘yell to internal communication as it vty to external communication. TO reviews Open system 4 organizations that receive input foo the environment and adjust themseives in response 1 that input. Closed systems are orga vtmions that do not receive imput from the environments 252 result, they are less likely to be able to adapt to environmental changes. vcor maternal communication, whether an organization, worldview” or the basi value and belief system prevalent i organization. Generally, the A aership, that is the dominant coalition (see Chapter) shapes Wo worldview ofthe organization asa whole through internal communication. Public relations aoe rohers have identified two primary types of workviews symmetrical and asymmetrical. ‘an asymumetrical worldview is one in which an Organization's goal isto get what it wants without having to change the way it does business {nternally. This worldview focuses almost vere on the goals ofthe organization, and the cults 's resist change, much like the casita closed system. In an asymmetrical worldview, Pov ‘decision making tends to ca on the side ofthe organization andi not shared wih publics. ‘A symmetrical worldview incorporates the idess ‘of negotiation, conflict resolution, and compromise in an organization's operating procedures ‘The organization is not only self- f strategic publics. Thetefore, desires Griented, but also oriented on satisfying the interssis © eee fashion by incorporating some of what the Publis Wate ‘Change and goals are set in a and Bon both sides of the relationship give-and-taks oO ‘behalf of both the organization instance, but both the organization orate publis. Change may not alvays be balanced n ev ans its publics are open to adopting oF adapting ro the Vets ‘of the other through dialogue and Sogotiaton. in other words an organization with 2 symmetrical worldview tends to function ‘an open system. Sprametrcal and asymmetrical worldviews prods different organizational cultures— authorarian and participative. These two orgaizatonal ON ‘have direct andiindirect effects a eraure and flow of internal commanication inthe Organizalon js open or closed is related to it worldview ofthe organization |AUIHORITARIAN ORGANIZATIONAL CULTURE An suport ‘organizational culture aaeem an asymmetrical worldview. In this type of sire ‘ommunication processes 37° aa read and formalized within a decision-making hlerachy ‘Military organizations typical se examples of authoritarian organizational cuitures amet arian organizational cle, deiions are made at 96109 levels of the orga vein cd enplemented oy tee at lover Ives Deteon OSS ‘centralized at the highe* rat ahe organization, and input is typically not sought from middle- and lower-level employ teen authoritarian organizational culture usually sess individual accountability for 2° see it imited scope, and organizational departments F° “independent, rather than interde, pendent, Authoritarian cultures are often based of he idea of a mechanistic” or “mechanics Pen dona structure in whic sks re ouiized and here + hgh division of labor. seapl,at Amazon com, one employees responsible or sealing naling one ho munication program designed to achieve these and other goals set in response to particular orga: hizational settings and situations. Because oftheir impact, permanence, and reference value, printed words remain the workhorses of employee communication “An organizational publication can take the form of a simple newsletter, a website, 2p intranet, a regularly distributed email, a newspaper, a magazine, ora “magapapet” that combines —————_::_—_SSr ttt 202 Part II + Foundations / FIGURE 9.2. DyStar Employee Publications Cou rtesy DyStar, Frankfurt, Germany. four-color publi using them totell the format ofa newspaper withthe style ofa magazine. Many are high-quali tations (oee Figure 9.2) Some companies now publish corporate history books, Stories about the company. its founders, and its employees.” “sruuanizational publications have these characteristics in common: They satis) he organizational need to go on record with its postions and to communicate information essential taeahieving organizational objectives: they permit the organization to deliver messages 19 SP (ihc target publics and they let the organization communicate in its own words in ts ow”

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