Making the Connections: Using Internal Communication to Turn Strategy Into ActionCompanies know that communication with their people is important. However, the road to incoherence is paved with good communications. Internal communication is often less than the sum of parts, because the parts do not fit together. This book looks at what a business needs from its people to succeed, what gets in the way, and the role of communication in helping to bridge the gap. It is designed to help companies link the components of their internal communication together for a more effective result. 'Making the Connections' examines how businesses can use internal communication to achieve differentiation, to improve their quality, customer service, innovation and to manage change more effectively. It describes the why, the what and the how of internal communication - 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. Based on extensive international experience of one of the most knowledgeable and leading authorities on internal communication, this book provides a step-by-step approach for creating best practice. |
What people are saying - Write a review
We haven't found any reviews in the usual places.
Contents
Improving internal communication | 21 |
Creating differentiation | 37 |
Restructuring and rewiring | 67 |
Networking knowledge | 95 |
Making change happen | 123 |
Communicating projects campaigns | 151 |
Other editions - View all
Making the Connections: Using Internal Communication to Turn Strategy Into ... Bill Quirke No preview available - 2002 |
Common terms and phrases
able achieve action allows approach areas balance become behaviour benefits better Body Shop brand business units cation cent central centre channels chapter clear competitive connection consistency context continue conversation coordination corporate cost create customers deliver depends differentiation direction discussion distribution effective efficiency employees ensure example expectations face face-to-face feel focus function give global greater identify impact important improve increase individual initiative interaction interest internal communication investment involved issues knowledge leaders less look marketing means measurement meetings messages move operational organization planning presentation problems questions receive reduce relationship relevant requires responsibilities role senior management sense share shift shows skills specific staff standards strategy structure success survey things thinking trying turn understanding