Making the Connections: Using Internal Communication to Turn Strategy Into Action
Companies know that communication with their people is vital if the energies and the efforts of their employees are to point in the same direction. Making the Connections shows how to use internal communication to turn strategy into action. Bill Quirke demonstrates practically how businesses can use internal communication to achieve differentiation, to improve their quality, customer service, and innovation, and to manage change more effectively. He describes the why, the what and the how of internal communication âe" why business needs better communication to achieve its objectives, what internal communication needs to deliver to add value, and how organizations need to manage their communication for best results. This new edition contains a wealth of new material, with pragmatic advice and new case studies. Four new chapters cover how to develop internal communication strategy, global communication, engaging employees, and helping leaders communicate more effectively. Making the Connections is based on the extensive international experience of one of the most knowledgeable and leading authorities on internal communication. This thoroughly revised new edition explores the impact of new technology, regulation, globalization and the changing relationship between employer and employees on the process of internal communication.
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Turning Communication to Advantage
Getting More Value From Internal Communication
Turning Strategy into Action
Going Global and Restructuring
Making Change Happen
Engaging Employees FacetoFace
Communicating Initiatives and Projects
Pulling It Together
Planning and Managing Communication
Repositioning the Role of the Internal Communication Function
Other editions - View all
ABN AMRO achieve agenda Altana Appreciative Inquiry approach asked AstraZeneca attitudes and behaviour beneﬁts best practice exchange brand brieﬁng business strategy business units cent chief executive clear communication channels communication plan communication strategy communication team communicators need competitive Connections context coordination corporate communication cost create culture customers deﬁne deliver Diageo difﬁcult discussion e-mail effective efﬁciency elevator speech engage employees ensure example face-to-face communication feedback feel ﬁnd ﬁt focus focused global greater identiﬁed identify impact implications important improve inﬂuence initiative internal communication department Intranet investment involved issues key messages leaders leadership team means measurement Nycomed ofﬁce operating organization's organizations need priorities problems questions redeﬁnes reduce reﬂect responsibilities restructuring Rexam role Sainsbury's senior management shared shift signiﬁcant skills speciﬁc staff Starbucks structure style success supply chain management survey Tesco three-letter acronyms understand