Comm 5316 Corporate Communication

COMM 5316 CORPORATE COMMUNICATION

Summer II 2010

InstructorDr Sasha Grant

OfficeRoom 2115, Fine Arts Building,

Department of Communication

Phone817-272-0733 (external); extn 20733 (internal)

Mailbox 19107

Email

Office HoursTuesday 5:00pm – 6:00pm, or by appointment

Class LocationFine Arts Building, Room 414

Class HoursTuesday & Thursday, 6:00pm-10:00pm

Required Text

Cornelissen, J. (2009). Corporate communication: A guide to theory and practice. (2nd ed.). Thousand Oak,

CA: Sage Publications, Inc.

*All readings for each week will be available on WebCT at the start of the semester.

Recommended Text

Schultz, M., Hatch, M., & Larsen, M. (Eds.). (2000). The expressive organization: Linking

identity, reputation and the corporate brand. Oxford: Oxford University Press.

Course Description

This course seeks to expand and improve your understanding of corporate communication and show how companies use communication to implement strategy. To reach these goals, we will examine a variety of cases, readings, and films that will help you understand how corporate communication relates to general management and strategy in a corporation. We will also apply communication a variety of theories to examine current corporate communication strategies. Guest speakers will be brought in to talk about the various functions and specialist areas of corporate communication in their organization.

Course Objectives

Upon successful completion of this course students should:

• Be able to situate the discipline of corporate communication among other areas communication study;
• Recognize the importance of a strategic approach to communication;
• Display competency in relating issues of identity, image, corporate advertising, media relations, internal communications and crisis communication in today’s changing business environment;
• Be able to discuss and critique the application of a variety of theoretical (communication) perspectives on the study of corporate communication; and
• Display competency in critiquing communication strategies used in a variety of corporate settings.

Tentative Schedule of Topics, Assignments and Activities

Requirements and Grading

All assignments must be turned in for satisfactory completion of the course. Your performance in the course will be evaluated as follows:

Note:

A= 90-100%B= 80-89%C= 70-79%D= 60-69%

Attendance

Regular attendance is expected; please notify me if you foresee an unavoidable absence. More than one or two absences, for whatever reason, necessarily reduce your opportunities to contribute to discussion and other in-class activities and therefore adversely affect your participation grade. Missed class participation/attendance/class activities cannot be made up. No excuse – no matter how legitimate- can make up for the fact of not being in class. We will have frequent discussions that will contribute to this 20% of your course grade. Attending class and being an active participant is the way to earn this portion of your grade. Missing class and/or failing to get involved in the class discussion may significantly lower this portion of your course grade. This can be considered as ‘extra credit’ for seldom do you get credit for something so easy. If you have concerns with your grade or performance, please talk with me during the semester; when we can do something about your effort to help you earn the grade you want.

Reading

I expect you to come to class prepared to discuss the assigned readings. This means that you have completed the reading assignments for that day and have given some thought as to how this material relates to your professional and academic pursuits. Given that participation and critical thinking is essential to success in this course, it is extremely important that you keep pace with the assigned readings.

Late Papers

Late papers will receive a 10% penalty for each calendar day late. A detailed assignment for each is attached. Missed tests or exams can be made up only with a legitimate excuse. Being too busy, over-sleeping, having to work, or similar type excuses are not legitimate enough to make up an excuse without penalty. Penalties for late exams are 15% from whatever score you earn.

Drop Policy

The Last Drop Date for graduates will occur at a point two-thirds of the way through a given semester or session. For Summer II, 2007, the Last Drop Date is Tuesday, August 3. As usual, students are allowed to drop until 5:00 p.m. CST on that date.

Undergraduate students who drop a course on or before the Last Drop Date will receive an automatic grade of “W” regardless of whether they have completed assignments or not. Students seeking to drop a course will be advised to speak with the instructor of record and then, if deemed appropriate, proceed to the Academic Advisor for their major (or designee) who will complete the drop in the MyMav system. A “W” will be placed on the student record automatically by MyMav when the drop is entered.

Americans With Disabilities Act (ADA): If you are a student who requires accommodations in compliance with the ADA, please consult with me at the beginning of the semester. As a faculty member, I am required by laws to provide "reasonable accommodations" to students with disabilities, so as not to discriminate on the basis of that disability. Your responsibility is to inform me of the disability at the beginning of the semester and provide me with documentation authorizing the specific accommodation. Student services at UTA include the Office for Students with Disabilities (located in the lower level of the University Center) which is responsible for verifying and implementing accommodations to ensure equal opportunity in all programs and activities.

Student Support Services: The University supports a variety of student success programs to help you connect with the University and achieve academic success. They include learning assistance, developmental education, advising and mentoring, admission and transition, and federally funded programs. Students requiring assistance academically, personally, or socially should contact the Office of Student Success Programs at 817-272-6107 for more information and appropriate referrals.

Academic Dishonesty

Academic dishonesty is a completely unacceptable mode of conduct and will not be tolerated in any form at The University of Texas at Arlington. All persons involved in academic dishonesty will be disciplined in accordance with University regulations and procedures. Discipline may include suspension or expulsion from the University.

"Academic dishonesty includes, but is not limited to, cheating, plagiarism, collusion, the submission for credit of any work or materials that are attributable in whole or in part to another person, taking an examination for another person, any act designed to give unfair advantage to a student or the attempt to commit such acts." (Regents' Rules and Regulations, Part One, Chapter VI, Section 3, Subsection 3.2., Subdivision 3.22).

Bomb Threats

If anyone is tempted to call in a bomb threat, be aware that UTA will attempt to trace the phone call and prosecute all responsible parties. Every effort will be made to avoid cancellation of presentations/tests caused by bomb threats. Unannounced alternative sites will be available for these classes. Your instructor will make you aware of alternate class sites in the event that your classroom is not available.

Assessment

Ad Analysis Presentation (10%)

This is an individual assignment.

Bring a corporate image advertisement to class (this could be print, television, or radio).

Identify the corporation and provide a brief (historical) description of the ‘brand’. Describe the advertisement and discuss one of the following: 1) how it strengthens the organization’s identity, 2) how it shapes the organization’s image or 3) how it enhances the organization’s reputation. Finally, conclude your analysis with a critique of the corporation’s advertising campaign for overall strategy and consistency. You should plan to speak for 15 minutes and allow 10 minutes for questions and discussion.

Theory Application Paper (30%)

At the start of the semester, you will be placed in groups of three. As a group, you will choose one of the seven theoretical traditions (semiotic, phenomenological, cybernetic, sociopsychological, sociocultural, critical and rhetorical) from which to analyze BP’s communication strategies regarding the oil spill in the Gulf of Mexico. You may analyze printed material (corporate documents, press releases, published articles, websites, advertisements, etc.,), visual images (television news coverage, television advertisements, televised speeches, websites, etc.). It would be helpful to begin collecting this material as soon as possible.

Please use a minimum of 10 academic sources published since 2000. Your paper should be 10-15 pages in length and double-spaced. Sources should be cited in accordance with the APA Referencing Style.

Group Presentation (20%)

Once you have completed your theory application paper, you will present your key findings to the class. This is your opportunity to lead a discussion, share your ideas, and provide insight into the nature of corporate communication in today’s business environment from a specific theoretical perspective. Presenters should speak for a maximum of 1 hour. No more than thirty minutes should be allocated to questions and discussion. Visual aids may be used to enhance your presentation. An evaluation guide will be distributed in class prior to your presentation.

Final Exam (20%)

For your final exam, a set of essay-type questions will be distributed in class on Thursday, August 12. This will be a take home exam. Answers should be typed, double-spaced and sources should be cited in accordance with the APA Referencing Style. You will email your answers to me no later than 6pm on Tuesday, August 17.

Participation (10%)

Class participation, written assignments, and a thorough knowledge of the readings are equally important requirements for this course. Class participation and your knowledge of the readings, films, and cases, will count for 10% of your grade.

READING LIST

*Anderberg, J., & Morris, J. (2006). Authenticity and transparency in the advertising industry: An

interview with John Morris. Journal of Management Development, 25(10), 1021-1023.

Argenti, P., & Forman, J. (2000). The communication advantage: A constituency-focused approach

to formulating and implementing strategy. In M. Schultz, M. Hatch, and M. Larsen (eds.), The expressive organization: Linking identity, reputation, and the corporate brand (pp. 233-245). Oxford: Oxford University Press.

Argenti, P., & Forman, J. (2002). The power of corporate communication: Crafting the voice and

image of your business. NY: McGraw Hill).

Argenti, P. (2004). Collaborating with activists: How Starbucks works with NGOs. California

Management Review, 47(1), 91-116.

*Argenti, P., Howell, R., & Beck, K. (2005). The strategic communication imperative. MIT Sloan

Management Review, 46(3), 82-89

*Barry, D., & Elmes, M. (1997). Strategy retold: Toward a narrative view of strategic discourse. The

Academy of Management Review, 22(2), 429-453,

*Berman, S., Abraham, S., Ballino, B., Shipnuck, L., & Neus, A. (2007). New business models for the

new media world. Strategy & Leadership, 35(4), 23-30.

*Boudreau, M., & Watson, R. (2006). Internet advertising strategy alignment. Internet Research,

16(1), 23-37.

Bradley, A., Nagarajan, N., Sonnenfeld, J., & Srinivasan, D. (2006). Does CEO charisma matter?

An empirical analysis of the relationships among organizational performance, environmental uncertainty, and top management team perceptions of CEO charisma. Academy of management journal, 49(1), 161–174.

Capriotti, P., & Moreno, A. (2007). Corporate citizenship and public relations: The importance and

interactivity of social responsibility issues on corporate websites. Public Relations Review 33(1), 84–91.

*Callison, C. (2003). Media relations and the Internet: How Fortune 500 company web sites assist

journalists in news gathering. Public Relations Review, 29(1), 29-41.

*Christensen, L., Firat. A., & Cornelissen, J (2009). New tensions and challenges in integrated

Communications. Corporate Communication: An International Journal, 14(2), 207-219.

*Cloudman, R., & Hallahan, K. (2006). Crisis communications preparedness among U.S.

organizations: Activities and assessments by public relations practitioners. Public Relations

Review 32(4), 367–376.

De Blasio, G. (2008). Understanding McDonald’s Among the “World’s Most Ethical Companies”.

Electronic Journal of Business Ethics and Organization Studies13(1), 5-12.

*Dolphin, R. (2004). Corporate reputation: A value creating strategy. Corporate Governance, 4(3),

77-92.

Elmer, P. (2000). Beyond professionalism: A government relations model. Corporate

Communication: An International Journal, 5(4), 190-196.

*Fieseler, C., Fleck, M., & Meckel, M. (2010). Corporate social responsibility in the blogosphere.

Journal of Business Ethics, 91, 599–614

Fitzgibbon, J.E. & Seeger, M.W. (2002). Audiences and metaphors of globalization in the

DaimlerChrysler AG merger. Communication Studies, 53(1), 40-56.

*Fombrun, C., & Rindova, V. (2000). The road to transparency: Reputation management at Royal

Dutch/Shell. In M. Schultz, M. Hatch, and M. Larsen (eds.), The expressive organization:

Linking identity, reputation, and the corporate brand (pp. 77-96). Oxford: Oxford University

Press.

Garbett, T. (1981). Corporate advertising. NY: McGraw-Hill.

Garbett, T. (1988). How to build a corporation’s identity and protect its image. NY: Lexington

Books.

Gardner, W.L. (2003). Perceptions of leader charisma, effectiveness, and integrity. Management

Communication Quarterly, 16(4), 502-528.

*Goodman, M. (2000). Corporate communication: The American picture. Corporate

Communications: An International Journal, 5(2), 69-74.

*Goodman, M. (2006). Corporate communication practice and pedagogy at the dawn of the new

millennium. Corporate Communications: An International Journal, 11(3), 196-213.

*Goodman, M (2010). Corporate communication: the way forward on the occasion of CCI –

Corporate Communication International’s 10th anniversary. Corporate Communications: An

International Journal, 15(2), 133-142.

Gregory, J. (1999). Marketing corporate image: The company as your number one product. IL: NTC

Business Books.

*Hale, J., Dulek., & Hale, D. (2005). Crisis response communication challenges. Journal of Business

Communication, 42(2), 112-134.

Hart, Z.P., Miller, V.D. & Johnson, J.R. (2003). Socialization, resocialization, and communication

relationships in the context of an organizational change. Communication Studies, 54(4), p.

483.

Helm, S. (2007). One reputation or many? Comparing stakeholders’ perceptions of corporate

reputation. Corporate Communication: An International Journal, 12(3), 238-254.

*Herstein, R., Mitki, Y., & Jaffe, E. (2008). Communicating a new corporate image during

privatization: The case of El Al airlines. Corporate Communication: An International

Journal,13(4), 380-393.

*Hewitt, P. (2006). Electronic mail and internal communication: A three-factor model. Corporate

Communications: An International Journal, 11(1), 78-92

*Hughes, P., & Demetrious, K. (2006). Engaging with Stakeholders or Constructing Them? Attitudes

and Assumptions in Stakeholder Software. Journal of Corporate Citizenship, 23, 93-101.

Hurme, P. (2001). Online PR: Emerging organizational practice. Corporate Communication: An

International Journal, 6(2), 71-75.

*Hutt, R. (2009). Identifying and mapping stakeholders: an industry case study. Communications: An

International Journal, 15(2), 181-191.

*Ihlen, Ø. (2008). Mapping the environment for corporate social responsibility: Stakeholders, publics

and the public sphere. Corporate Communication: An International Journal, 13(2), 135-146.

* Jørgensen, P., & Isaksson, M. (2008). Building credibility in international banking and financial

markets: A study of how corporate reputations are managed through image advertising.

Corporate Communication: An International Journal, 13(4), 365-379.

*Kent, M., Taylor, M., & White, W. (2003). The relationship between Web site design and

organizational responsiveness to stakeholders. Public Relations Review 29(1), 63–77.

*Kuchi, T. (2006). Constant change and the strategic role of communication: A selective annotated

bibliography. Library Management, 27(4/5), 218-235.

Kuhn, T. & Nelson, N. (2003). Reengineering identity: A case study of multiplicity and duality in

organizational identification. Management Communication Quarterly, 16(1), 5-38.

Langellier, K.M. (2002). Performing family stories, forming cultural identity: Franco American

memory stories. Communication Studies, 53(1), 56-74.

Lee, W. (2002). Communication strategies for aligning organizational culture and managing diversity

in a knowledge-based economy. Journal of Information & Knowledge Management, 1(2),

131-139.

Lehmuskallio, S. (2008). Intranet editors and corporate gatekeepers and agenda setters.

Corporate Communication: An International Journal, 13(1), 95-111.

*Mei, J., Bansal, N., & Pang (2006). New media: a new medium in escalating crises? Corporate

Communication: An International Journal, 15(2), 143-155.

*Melewar, T., Bassett, K., & Simoes, C. (2006). The role of communication and visual identity in

modern organizations. Corporate Communication: An International Journal, 11(2), 138-147.

Munter, M. (1999). Guide to managerial communication. (5th ed.). Upper Saddle River, NJ: Prentice

Hall.

Olins, W. (1989). Corporate Identity. London: Thames & Hudson.

Olins, W. (1994). Corporate identity: Making business strategy visible through design. London:

Thames & Hudson.

Parsons, P. (2007). Integrating ethics with strategy: Analyzing disease-branding. Corporate

Communication: An International Journal, 12(3), 267-279.

*Perry, D.C., Taylor, M. & Doerfel, M.L. (2003). Internet-based communication in crisis

management. Management Communication Quarterly, 17(2), p. 206.

*Pomering, A., & Johnson, L. (2006). Advertising corporate social responsibility initiatives to

communicate corporate image Inhibiting skepticism to enhance persuasion. Corporate

Communication: An International Journal, 14(4), 420-439.

*Proctor, T., & Doukakis, I. (2003). Change management: The role of internal communication and

employee development. Corporate Communications: An International Journal, 8(4), 268-

277.

*Robson, P., & Tourish, D. (2005). Managing internal communication: An organizational case study.

Corporate Communications: An International Journal, 10(3), 213-222.

Seeger, M.W. & Ulmer, R.R. (2003). Explaining Enron. Management Communication Quarterly,

17(1), 58.

Tomlinson, F. & Egan, S. (2002). Organizational sense-making in a culturally diverse setting: Limits

to the “valuing diversity” discourse. Management Communication Quarterly, 33(1), 79-97.

*Townsley, N.C. & Stohl, C. (2003). Contracting corporate social responsibility. Management

Communication Quarterly, 16(4), 599-606.

*Vaaland, T., & Heide, M. (2008). Managing corporate social responsibility: lessons from the

oil industry. Corporate Communication: An International Journal, 13(2), 212-225.

*Van den Bosch, A., de Jong, M., & Elving, W (2005). How corporate visual identity supports

reputation. Corporate Communication: An International Journal, 10(2), 108-116.

Verbos, A., Gerard, J., Forshey, P., Harding, C., & Miller, J. (2007). The positive ethical

organization: Enacting a living code of ethics and ethical organizational identity. Journal of Business Ethics, 76, 17-33.

Waldman, D., Siegel, D., & Javidan, M. (2006). Components of CEO transformational leadership