CMNS 380: Corporate Communication Report a Broken Link

The purpose of Corporate Communication is to give practitioners of corporate communication a broad framework that allows them to make effective decisions about communication approaches, priorities and activities.

Unit 1: Changing Concepts

Article 1.1
This link will take you to the eBook main page. Select “View this eBook,” then select Chapter 9 from the Table of Contents.
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This reading examines the corporate planning strategies that have enabled a range of organizations and products to survive an uncertain business climate and disruptive technological changes.

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The Fast Company home page is located at

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Unit 2: Leadership

Article 2.1
The carpet tile company examined in this article is pursuing its goal of becoming “the prototypical company of the 21st century” on seven sustainability fronts. (1) zero waste, (2) benign emissions, (3) renewable energy, (4) closed loop recycling, (5) resource-efficient transportation, (6) sensitivity hook-up, and (7) redesign of commerce.
Article 2.2
“Learning to be a leader is virtually the same process as becoming an integrated and healthy person” (Abstract). The 10 steps needed to facilitate and accelerate the competencies of leaders are examined in this article.
Article 2.3
DePree, M. (1990).

What is leadership? Planning Review, 18(4), pp. 14-17.

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Article 2.4
“The emotions of fear and desire have much to teach companies about how they must adapt to the new net economy, to all the challenges, promises and threats of technology. Inventive companies will use the power of both fear and desire as a motivator to how they approach the net economy” (Abstract).
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“This paper focuses on the impact of exemplary follower and servant leader. Thus it examines their relationship and the roles they play in the creation of the “Learning Organization” of the future” (Abstract).

Article 2.6
By engaging people in a non-threatening way and listening to their cues, Keith Yamashita and his consulting firm are able to identify structural and systemic problems in a company or its leaders.
Article 2.7
Zaleznik, A. (1998). Managers and leaders: Are they different? Harvard business review on leadership. (pp. 69-81). Boston: Harvard Business School Press.
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“The only constant in organizational life today appears to be the presence of continuous change. . . . Today . . . the winds of change are blowing through firms as they decide how best to configure their organizations” (p. 15).
Article 2.10
“A commitment to ethical communication is not just a nice idea or a moral imperative. It has become a critical business driver and a legal requirement. Recent crackdowns on faulty communication practices, along with media consolidation and better-educated consumers, employees and investors, as well as the ubiquitous nature of the Internet, have created this new emphasis” (Abstract).

Unit 3: Public Consultation

Article 3.1
“In Alberta, companies planning to become involved in public consultation should be prepared to compromise” (Abstract). This article presents five principles of public involvement.
Article 3.2
The official City of Toronto website is
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Unit 4: Issue Management

Article 4.1
“The value of internal organizational communication can be determined by calculating the costs and efforts of what is being communicated. . . . Communicators bring value by giving their audiences, clients and leaders exactly what they want at a great price” (Abstract).
Article 4.2
“It is not necessary at the outset to decide whether you are dealing with a crisis or an issue. . . . The key to whatever it is depends on its characteristics” (Abstract).
Article 4.3
“Considers management of information and effective communication at times of crisis. Examines recent crises to illustrate how and why poor management of information and communication has had disastrous effects” (Abstract).
Article 4.4
Companies that have not yet taken a concerted approach to planning how they will manage communication during a crisis may need a Crisis Communication Plan (CCP): “a method for planning and thinking about situations in day-to-day operations, business and company communities, and preparing company people to understand and respond to the special demands of crisis conditions” (Abstract).
Article 4.5
“This article explicates how traditional PR and corporate communication theories, models and paradigms may not be successfully used in an era of advanced information technology and global audience” (Abstract).

Unit 5: Strategy

Article 5.1
“Strategic management and planning are processes, not assignments or periodic events, and they are tied to an organization’s vision and departmental missions. Strategic management is the process of getting things done” (Abstract).
Article 5.2
“Every aspect of a SWOT analysis needs to be approached methodically. . . . The following are just a few of a wide range of considerations you’ll need to take into account when conducting a personal SWOT exercise” (Abstract).
Article 5.3
“Better involvement of stakeholder groups in the mission statement development process may actually be more important than the content of the statement. . . . Based on recent results from several ongoing research projects on the topic, some key insights are described” (Abstract).
Article 5.4

“In his provocative and relentlessly useful new book, Weird Ideas That Work: 11 1/2 Practices for Promoting, Managing, and Sustaining Innovation, Robert Sutton presents a slew of tactics and strategies for bridging the innovation gap. Sutton discusses the ideas behind his weird ideas and described how innovative people and teams bring fresh eyes to bear on every challenge” (p. 68).

Article 5.5
“Exhorting leaders to communicate more will not guarantee that they will be effective. Research suggests that leaders are more than willing to communicate, but that they often approach the task on a tactical rather than strategic level. . . . A 4-step model is presented that can guide leaders’ efforts to communicate” (Abstract).

Unit 6: Change Management

Article 6.1
“[There are] a number of change models to guide and instruct the implementation of major change in organizations. Three of the most well known are Kotter’s strategic eight-step model for transforming organizations, Jick’s tactical ten-step model for implementing change, and General Electric (GE)’s seven-step change acceleration process model. This paper introduces a framework that draws from these three theoretical models but is also grounded in the reality of the change process at a Fortune 500 defense industry firm” (Abstract).
Article 6.2
“The most important things a leader can bring to a changing organization are passion, conviction and confidence in others. Several techniques that leaders can use to take charge of change rather than simply reacting to it are presented, including: 1. Tuning in to the environment. 2. Challenging the prevailing organizational wisdom. 3. Building coalitions. 4. Transferring ownership to a working team” (Abstract).

Unit 7: Learning Organizations

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Article 7.2
“To achieve information-age productivity, people must have a strong sense of community that breaks down the barriers of bureaucracy and motivates them to make gifts of time and knowledge across boundaries” (Abstract).
Article 7.3

“In business, relationships matter” (P. 113). Tips from relationship builders are discussed, including: (1) It's all about them. (2) Be an idea farm. (3) Seize every opportunity to connect. (4) It's all about you. (5) This is your job. (6) It's never too late.

Article 7.4
“Too often, companies instill in their employees such a focus on customer service—doing whatever it takes to satisfy the customer as quickly as possible—that common sense flies out the window. Customer service training programs, like any other training programs, must include an element of common sense” (Abstract).

Unit 8: Social Responsibility

Article 8.1
Two conditions are necessary to prevent corporate social irresponsibility: a set of strong and consistent organizational values that espouse corporate social responsibility, and employee empowerment that permits and encourages individuals to express their concerns to senior management.
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Article 8.3
“Traditional business focus is on the bottom line—economic performance. CSR expands this narrow focus to incorporate what is commonly referred to as the triple bottom line: social, environmental and economic performance. Thus, the success of a company is gauged by not only its profits, but by how it functions with regards to such things as ethics, stakeholder relations and environmental responsibility” (Abstract).
Article 8.4
“Executive leadership is the most important feature in creating a company that integrates ethical considerations into its business decisions. . . . After a thorough discussion and review, the ethical values and principles to which a company aspires should be more evident, and a meaningful code of conduct and ethics can be drafted. Code completed, continued training, reinforcement, and compliance monitoring are critical” (Abstract).
Article 8.5
“As the call for greater corporate social responsibility grows louder and more urgent, tools to measure social responsibility are being developed and refined. . . . Environmental considerations take into account a company’s energy consumption, waste disposal policies and the like. Social performance refers to a company’s commitment to equality, diversity and human rights. Social audits and sustainability reporting are typically public exercises done for the purpose of building investor confidence and improving a company’s reputation” (Abstract).