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 - 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.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Other editions - View all
ABN AMRO achieve agenda Altana approach areas AstraZeneca attitudes and behaviour best practice exchange brand business strategy business units cent chief executive clear commitment communication channels communication plan communication strategy communication team communicators need company«s competitive connection context coordination corporate communication cost credibility culture customers deliver Diageo different audiences discussion don«t e-mail effective elevator speech engage employees ensure example face-to-face communication feedback feel focus focused global identify impact implications individual information overload interaction internal communication department Intranet investment involved issues key messages leaders leadership team matrix means Nycomed operating organization«s organizations need overload people«s Pitney Bowes priorities problems professional programme reduce relationship responsibilities restructuring Rexam role senior management shared shift skills specific staff Starbucks structure style success supply chain management Techco Tesco they«re three-letter acronyms understand Unilever voicemail what«s