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ered solutions such as producing newsletters and videos (c.f. D’Aprix, 1977). As communication has developed in terms of both theory and practice, separate specialties and departments within organizations were created: employee communication, public relations and public affairs, advertising and marketing, audiovisual media, training and development, event and meeting planning, and information systems. These separate “islands of communication” (Gayeski, 1993b) have grown and moved further apart, often resulting in fragmented, redundant, or even contradictory communication programs and messages. This can lead to information overload, a loss of credibility, and wasted resources. However, a new model for organizational communication is emerging: Gayeski (1993b) calls this more integrated and strategic archetype the “Renaissance Communicator” and defines corporate communication quite broadly as the professional practice of developing and implementing communication "rules and tools" to enhance the dissemination, comprehension, acceptance, and application of information in ways which help to achieve an organization's goals. Grates (1995) states that the lines between communication disciplines as well as those between communication and other related types of consulting are blurring. “In this new era, communication professionals in public relations and advertising will be asked less frequently for specific advice as it relates to their individual disciplines and more frequently for solutions” (p. 17). Similarly, Freeland (1994) maintains that the successful communicator will become identified with cost control and performance improvement and that perhaps titles like “communication director” will be dropped in favor of “director of change management”. Finally, Kreps (1989) expands on the traditional theoretical perspective of PR as being external communication-oriented to include t...

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