Corporate

Communication
Final exam prep
Key Topics

• Stakeholder
• Stakeholder mapping
• Incident Management
• Stakeholder Risks
• Internal & External Stakeholder
• Basic process of communication
• Normal, basic, corporate communication
• Tools of corporate communication
• Purpose of corporate communication
Stakeholder
In a corporation, a stakeholder is a member of "groups without whose support the
organization would cease to exist",[1] as defined in the first usage of the word in a 1963
internal memorandum at the Stanford Research Institute. The theory was later developed and
championed by R. Edward Freeman in the 1980s. Since then it has gained wide acceptance in
business practice and in theorizing relating to strategic management, corporate governance,
business purpose and corporate social responsibility (CSR). The definition of corporate
responsibilities through a classification of stakeholders to consider has been criticized as
creating a false dichotomy between the "shareholder model" and the "stakeholders model or
a false analogy of the obligations towards shareholders and other interested parties.

Any action taken by any organization or any group might affect those people who are linked
with them in the private sector. For examples these are parents, children, customers, owners,
employees, associates, partners, contractors, and suppliers, people that are related or located
nearby. Primary stakeholders are usually internal stakeholders, are those that engage in
economic transactions with the business (for example stockholders, customers, suppliers,
creditors, and employees). Secondary stakeholders are usually external stakeholders,
although they do not engage in direct economic exchange with the business – are affected by
or can affect its actions (for example the general public, communities, activist groups, business
support groups, and the media). Excluded stakeholders are those such as children or the
disinterested public, originally as they had no economic impact on business. Now as the
concept takes an anthropocentric perspective, while some groups like the general public may
be recognized as stakeholders others remain excluded. Such a perspective does not give
plants, animals or even geology a voice as stakeholders, but only an instrumental value in
relation to human groups or individuals.
A narrow mapping of a company's stakeholders might identify the following stakeholders:
Employees, Communities, Shareholders, Creditors, Investors, Government, Customers,
Owners, Financiers, Managers
Stakeholder mapping
Stakeholder Mapping is a process and visual tool to clarify and categorize the various
stakeholders by drawing further pictures of what the stakeholder groups are, which interests
they represent, the amount of power they possess, whether they represent inhibiting or
supporting factors for the organization to realize its objectives, or methods in which they
should be dealt with. It allows to understand who the stakeholders are for the
organization. Stakeholder mapping is a collaborative process of analysis, debate and
discussion that draws from multiple perspectives to determine appropriate partners.
Stakeholder mapping as 5-step approach
Mapping can be broken down into four phases:
Identifying: listing relevant groups, organizations, and people.
Analyzing: understanding stakeholder perspectives and interests.
Mapping: visualizing relationships to objectives and other stakeholders.
Prioritizing: ranking stakeholder relevance and identifying issues.
The process of stakeholder mapping is as important as the result, and the quality of the
process depends heavily on the knowledge of the people participating.

A broader mapping of a company's stakeholders may also include:

Suppliers, Distributors, Labor unions, Government regulatory agencies, Government
legislative bodies, Government tax-collecting agencies, Industry trade groups, Professional
associations, NGOs and other advocacy groups, Prospective employees, Prospective
customers, Local communities, National communities, Public at Large (Global Community)
Competitors, Schools, Future generations, Analysts and Media, Research centers
Stakeholder mapping
Mapping stakeholders is a visual exercise and analysis tool that you can use to further determine which
stakeholders are most useful to engage with. Mapping allows you to see where stakeholders stand
when evaluated by the same key criteria and compared to each other and helps you visualize the often
complex interplay of issues and relationships created in the criteria chart above.
Incident Management

An incident is an event that could lead to loss of, or disruption to, an organization's
operations, services or functions. Incident management (IcM) is a term describing the
activities of an organization to identify, analyze, and correct hazards to prevent a future re-
occurrence. These incidents within a structured organization are normally dealt with by either
an incident response team (IRT), an incident management team (IMT), or Incident Command
System (ICS). Without effective incident management, an incident can disrupt business
operations, information security, IT systems, employees, customers, or other vital business
functions.
Stakeholder Risks

In stakeholder management, risk is represented by all persons or groups of persons with an

interest in the project or those who are affected by it. Their interests and concerns are
somehow risk factors, as they may affect the evolution of the project (e.g. protest against the
proposed dam, petition, etc.).
Internal & External Stakeholder
Identify and map internal and external stakeholders (and partnerships)
The start of any stakeholder engagement process is stakeholder mapping. Stakeholder
mapping identifies the target groups and pulls together as much information as possible about
them. ‘Stakeholders’ are by definition people who have a ‘stake’ in a situation. Stakeholders
can be described in organization terms as, those who are maybe ‘internal’ (e.g. employees
and management) and those ‘external’ (e.g. customers, competitors, suppliers, etc.).
However, within the field of public health the development of strategies, programmes and
projects may well be undertaken on a cross-boundary, interdisciplinary way.  For example, a
local health and well-being strategy may be developed by:
Internal stakeholders who participate in the co-ordination, funding, resourcing and
publication of the strategy from a local health and well-being partnership;
External stakeholders who are engaged in contributing their views and experiences in
addressing the issues that are important to them as patients, service users, careers and
members of the local community.
The following questions are designed to reveal the stakes as well as help to identify the right
people to involve in any particular situation.
Who is or will be affected, positively or negatively, by what you are doing or proposing to do?
Who holds official positions relevant to what you are doing?
Who runs organizations with relevant interests?
Who has been involved in any similar situations in the past?
Whose names come up regularly when you are discussing this subject?
Internal & External Stakeholder
The following list of internal and external stakeholders is based on a Public Health Department within an
English Local Authority/council:

Internal Stakeholders External Stakeholders

•Director of Public Health •Local Authority/council

•Head of Health Intelligence and •Providers
Information •Acute trusts
•Procurement •Patients
•Director of Nursing •Service users
•Public Health Strategists •Customers
•Public Health Management Analyst •Suppliers
•Director of Programmes and Services •Funders
•Research Scientist •Quality assessors
•Communications •LINk group
•Environmental Health Intelligence Analyst •Special interest groups
•Public Health Manager •Health visitors/school nurses
•Trustees •Wider public health workforce
•Board committee members •Media
Internal & External Stakeholder
Identify and map internal and external stakeholders (and partnerships)
The start of any stakeholder engagement process is stakeholder mapping. Stakeholder
mapping identifies the target groups and pulls together as much information as possible about
them. ‘Stakeholders’ are by definition people who have a ‘stake’ in a situation. Stakeholders
can be described in organization terms as, those who are maybe ‘internal’ (e.g. employees
and management) and those ‘external’ (e.g. customers, competitors, suppliers, etc.).
However, within the field of public health the development of strategies, programmes and
projects may well be undertaken on a cross-boundary, interdisciplinary way.  For example, a
local health and well-being strategy may be developed by:
Internal stakeholders who participate in the co-ordination, funding, resourcing and
publication of the strategy from a local health and well-being partnership;
External stakeholders who are engaged in contributing their views and experiences in
addressing the issues that are important to them as patients, service users, careers and
members of the local community.
The following questions are designed to reveal the stakes as well as help to identify the right
people to involve in any particular situation.
Who is or will be affected, positively or negatively, by what you are doing or proposing to do?
Who holds official positions relevant to what you are doing?
Who runs organizations with relevant interests?
Who has been involved in any similar situations in the past?
Whose names come up regularly when you are discussing this subject?
Types of communication

Further, there are several forms of communication that the individuals use to give
some pattern or expression to their messages such that it is easily understood by all.
The most common types of communication are:
Types of communication

Verbal Communication, wherein you speak your subject matter, and others listen to it
carefully and try to associate meaning with it.

Nonverbal Communication, wherein the others observe you and try to confer a

meaning to it.

Written Communication wherein you write your message and others read it to derive
meaning out of it.

Deciding on the types of communication to be used in the business context is quite

tedious. The organization must consider the following set of questions before finalizing
the communication:

Who are the intended recipients?

What message is to be communicated?
What is the time constraint?
How much budget is sanctioned for such activity?
What messages are often communicated? And what was their impact on the audience?
Hence, which form of communication shall be selected depends on the type of
message to be transmitted and the personal preferences of the parties involved in the
communication.
Types of communication
Verbal communication

Verbal communication
Verbal communication is the expression or exchange of information or messages
through written or oral words. Forms of verbal communication are as follows:

Oral communication: Oral communication is the process of communication in

which messages or information is exchanged or communicated within sender and
receiver through the word of mouth. It can be divided into two ways: a. Speaking
b. Listening.

Written communication: Written communication is the process of

communication in which messages or information is exchanged or communicated
within sender and receiver through written form. It can be divided into two ways:
a. Writing b. Reading.
Non-verbal communication

Nonverbal communication is the expression or exchange of information or

messages through without using any spoken or written word. Some of the forms
of non-verbal communications are as follows:

Facial expression
Gestures
Body language
Proximity
Touch
Appearance
Silence
Paralinguistic
Eye Gaze or eye contact etc.
7 C’s of Communication
Purpose of communication

Without effective communication, all other

leadership skills do not matter. Leaders must
communicate effectively with employees to
ensure work groups remain aligned with
corporate and departmental strategies. Too
often, leaders have poor listening skills and send
unclear messages to their employees. Both
parties frequently misunderstand each other
and tend to disregard what each is trying to say.
Every organization needs to have leaders in
place who can effectively use the basic skill of
communication.
Communication Cycle
Communication Tools
Formal Informal

Text
Emails Report
Social
network apps
Notice Proposal

Memos
Formal vs Informal
Tools of External Communication

 1. Website content and blogging

 2. Live events and conferences
 3. Email and newsletters
 4. Social media
 5. Press releases
 Purpose of Internal Communication
 Business strategy overviews
 Company updates
 Performance or progress
 Formal announcements
 Company-wide accolades, awards, or recognition

Importance of Internal communication

 It Builds Relationships
 Facilitates Innovation
 Builds an Efficient Team
 Helps in Managing Employees Effectively
 It Contributes to the Growth of Your Organization
 It Ensures Transparency
 Internal Communication Plays a Pivotal Role in a Crisis
 It Helps in Maintaining an Improved Work Environment
 Inefficient Communication Can Actually Distort Information
 It Enriches the Lives of the Employees
 Business strategy overviews
 Company updates
 Performance or progress
 Formal announcements
 Company-wide accolades, awards, or recognition
Communication

Communication

Sensitivity Creditability Integrity Responsibility

Transparency

Confidentiality