Corporate communications involves not just the message, but the idea that communications are managed, and are connected to corporate objectives (Cornelissen, 2004). Therefore, when communication possibilities were limited, corporate options were limited, and one did not see communications management perspectives that advocated the type of intimate connection between communications and corporate strategy that one sees in a modern context (Cornelissen, 2004). What this makes clear is that CC is not simply, or even primarily, about communications; it is an overall corporate strategy that helps define how a corporation interacts with the world.
The emphasis on communication is very different from how corporations were traditionally, historically structured. Traditionally, strategic planning occurred at the top of the corporate structure, management was considered a mid-level activity, and operational control was the function of first-level management, and this corporate strategy was used in most workplaces (Oliver, 1997). However, as institutional hierarchies were challenged and toppled, one saw a different type of organizational structure emerge (Oliver, 1997). Instead of a tiered-vertical management structure, one saw the emergence of horizontal management structures (Oliver, 1997). Instead of strategy being dictated from the top-down, different parts of corporations can engage in strategy-building. In fact, many modern corporations are very actively involved in having various stakeholders, be they employees or customers, help establish corporate policies and goals. Therefore, the communication in CC is not a one-way phenomenon. Instead, it becomes clear that CC interacts with corporate structure. Whether CC has changed the top-heavy configuration of corporations, or whether changes in that top-heavy configuration have led to the advent of CC is something that may never be understood, but it is clear that greater efficiency is one result of incorporation CC.
However, while CC can help streamline a company, it is important to understand that corporations are going to have to continue some compartmentalization because without the appropriate delegation, the corporate message gets muddled. In fact, when examining the corporate communication structure, it becomes clear that, regardless of how integrated a company is, there is still a clear delineation between the two types of communication systems existing in the corporation. The public cannot have full access to a corporation's inner workings. Even if that were plausible, it would be impossible for the public to keep up with all of the communications of every corporation. Moreover, it is not plausible; corporations are entitled to have trade secrets and to not be required or compelled to disclose all of their inner communications; anything else would literally eliminate any business advantage. Therefore, it is clear that, the there are two main types of corporate communications, internal and exteneral, and those two types are inner-related (Varey & White, 2000). Internal corporate communications are communications to employees and they are involved in organizing and accomplishing the company's goals, but those communications are based on information gathered from the company's external corporate communications (Varey & White, 2000). The external corporatate communications systems are how the company presents its information o the external environment, and have the goal of changing the behavior of external stakeholders (Varey & White, 2000).
In fact, there are so many different publics interested in corporate communications that it can be difficult to understand how a corporation should tailor its message. The various stakeholders involved in corporate communications are a mixed group and include investors, employees, customers, possible or current business partners, special-interest groups, all levels of government, community leaders, and the media (Argenti & Forman, 2002). In fact, these constituencies may seem even more influential than they are because the media literally hounds some modern corporations (Argenti & Forman, 2002). It may seem like the term hounding is weighted, but it actually describes the modern extremely connected environment very well. Corporations have benefitted from the global environment, but they have also been harmed by how readily available information is. If a corporation engages in activities that will be considered unacceptable, either legally or morally, they are going to lose clients. Moreover, some of that client loss can be permanent, even if a corporation acts immediately to correct a perceived wrong. Therefore, it is critical that corporations carefully manage their communications at all times, and that they manage the possible negative impact of any information about the corporation in a way that keeps that information consistent with the corporation's central message.
What has led to this change in how corporations need to communicate? It is no coincidence that CC...
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