Organizational Communications as a Strategic Resource

1. Åberg’s Kite Organizational Communications as a Strategic Resource Professor Leif Åberg University of Helsinki, Department of Communication © Leif Åberg 1998

2. The Dualistic Nature of Organizational Communications • a function, under a communications manager • also inherent in all management © Leif Åberg 1998

3. The Purpose: • to present a model that integrates these two aspects • with special attention to linking organizational communications with strategic management. © Leif Åberg 1998

4. Part One: Integration Within theCommunication Function © Leif Åberg 1998

5. The Four Functions of Organizational Communications 1 supporting core operations 2 profiling 3 informing 4 socializing © Leif Åberg 1998

6. 1 supporting core operations • communication is necessary for production of commodities - products and services - and for their distribution to customers 2 profiling • communication is necessary when a long term corporate, product, or manager profile is being created and disseminated © Leif Åberg 1998

7. 3 informing • communication is necessary for purposes of informing internal and external audiences about the developments within the organization 4 socialization • communication is necessary for the socialization of individuals into good ’organization citizens’ © Leif Åberg 1998

8. The Fifth Function, not under the Organization’s Direct Control 5 need for informal social interaction • social interaction is inherent in the human nature • grapevine and informal social networks © Leif Åberg 1998

9. Dimensions of the Functional Model 1. content:task, product, services 2. direction:external internal entire organization © Leif Åberg 1998

10. Total communi- cations © Leif Åberg 1998

11. Totalcommuni-cations externalmarketinginterorgani-zationaloperativecomm:s internalmarket-ing operative work instruct- ions © Leif Åberg 1998

12. product or service profiling andimage surveys Totalcommuni-cations corporate or manager profiling and image surveys © Leif Åberg 1998

13. Totalcommuni-cations external PRenvironmental scanning internalPRinternalscanning © Leif Åberg 1998

14. induction to work training, tutoring Totalcommuni-cations induction to organization training, hand- books © Leif Åberg 1998

15. inter- nal mar- ket- ing external market- ing work instruct-ions product/ sercivesprofile & surveys induction to work Totalcommuni-cations coprporate/ manager profile & surveys induction to organization external PR & scanning internalPR &scanning External social networks Internalgrapevine © Leif Åberg 1998

16. Coordinates Consults Co-ordinates Controlsdirectly Responsibilities of the Communications Manager inter- nal mar- ket- ing external market- ing work instruct-ions product/ sercivesprofile & surveys induction to work Totalcommuni-cations coprporate/ manager profile & surveys induction to organization external PR & scanning internalPR &scanning © Leif Åberg 1998

17. End of Part One:Integration Within theCommunication Function © Leif Åberg 1998

18. Part Two: A Strategic Management Perspective © Leif Åberg 1998

19. What is Strategic Management? • It is about directing the resources • to direct, there has to be a direction • resource= a potential that can be used • can be used, but is not necessarily used effectively • a direction, where to? To the future! • But future is in the mind of the beholder • key concepts: visioning, and sharing a common vision © Leif Åberg 1998

20. Visions Åberg’s Kite • to build a solid vision, the organizations must combine managerial processes and processes that emerge from human activities • metaphor: a kite! © Leif Åberg 1998

21. The art of flying a kite: the kite will fly, Åberg’s Kite • if it is windy, and • if one, running against the wind, manages to bring about the essential initial driving force © Leif Åberg 1998

22. Åberg’s Kite Once the kite is up, it is vital to maintain an active balance between managerial processes and processes related to human behavior © Leif Åberg 1998

23. Åberg’s Kite This active balancing is achieved through communication © Leif Åberg 1998

24. VISION Åberg’s Kite LEGITI- MACY BUSINESS IDEA, MISSION CORPORATE CULTURE STRATEGY GROUP AND TEAM GOALS GROUP DYNAMICS INDIVIDUAL DYNAMICS TASKS © Leif Åberg 1998

25. VISION Åberg’s Kite LEGITI- MACY BUSINESS IDEA, MISSION COMMUNICATION CORPORATE CULTURE STRATEGY GROUP AND TEAM GOALS GROUP DYNAMICS INDIVIDUAL DYNAMICS TASKS © Leif Åberg 1998

26. MANI-FESTAT-ION OFVISION COM-MUNI-CAT-INGCHAN-GE SCAN-NING VISION Åberg’s Kite LEGITI- MACY BUSINESS IDEA, MISSION COMMUNICATION CORPORATE CULTURE STRATEGY GROUP AND TEAM GOALS GROUP DYNAMICS INDIVIDUAL DYNAMICS TASKS © Leif Åberg 1998

27. A) Tools for Revealing the Vision • core story links the past with the future and defines the current position • strategic keywords: using, e.g., a 3x3x3-diagram • strategic core messages: elaboration of the strategic keywords • slogan: one core message, used for identification of the company • emblem: e.g., logo+name, or an auditive emblem © Leif Åberg 1998

28. MISSION Core Story VISION EXTERNAL LEGITIMACY INTERNAL LEGITIMACY GOOD HERITAGE © Leif Åberg 1998

29. MISSION The S-group continues to develop the cooperative form of enterprise best suited to the needs of the people in order to produce a more humane direction in the development of the free-market economy Core Story: S-Group VISION Today, through customer- ownership, chain operations and efficient structures, the S-Group uses its influence to make living in Finland less expensive and richer in quality The S-Group has alwaysplayed an important rolein the social and economic development of Finland. It has been innovative and responsive to the challenges of the time GOOD HERITAGE © Leif Åberg 1998

30. A 3 x 3 (x 3) Diagram You receive benefits You can influence You’re working for good cause Customer-ownership Your benefits in Finland Unique structure Efficiency Personnel Regional Chains National Networks Logistics © Leif Åberg 1998

31. Example of a Good Slogan • ”Ahlstrom Pumps : The Heart of Your Processes” This slogan reflects all three of our basic core competences • Heart … because it is our superior products that keep the life flowing through our customer’s manufacturing processes • Your … because our customers are our primary focus • Process … because that is where we have the knowledge and experience to far exceed our competition. © Leif Åberg 1998

32. B) Scanning • the recognition of the first weak signals of essential external and internal changes as early as possible, in order to make corrective action possible • environmental and internal scanning © Leif Åberg 1998

33. Trends Randomfluctuation Environ-mentalresponsesto ouractions ? © Leif Åberg 1998

34. 1 Recognition of possible sourcesof essentialweak signals 6 Control of consequences Scanning 5 Taking action 2 External andinternalmonitoring 4 Recommendations for actions 3 Interpretation © Leif Åberg 1998

35. C) Communication of Change • the core story affects the perceptions of the legitimacy of own actions, and brings about positive expectations about the future • communication of change must be taken seriously: it is an ongoing process, calls for extensive and sophisticated communications efforts, and is a joint process by managers and communications professionals © Leif Åberg 1998

36. Summary: a Truly Integrative Model © Leif Åberg 1998

37. 1 Integrates within the Communications Function • areas of direct responsibility of the PR Manager: internal and external PR activities, profiling and branding • communications activities that must be coordinated: PR, profiling and branding with external and internal marketing • consultation with managers concerning operational communications issues © Leif Åberg 1998

38. 2 Integrates PR with Strategic Management, Focusing on • making the vision known • communicating change • strategic scanning © Leif Åberg 1998