THE IABC HANDBOOK OF ORGANIZATIONAL COMMUNICATION: A Guide to Internal Communication, Public Relations, Marketing, and Leadership -- CONTENTS -- FOREWORD -- PREFACE -- ABOUT THE AUTHORS -- PART ONE FOUNDATIONS OF BUSINESS COMMUNICATION -- CHAPTER ONE CHARACTERISTICS OF EXCELLENT COMMUNICATION -- The Value of Communication to an Organization -- Communicator Roles -- Organization of the Communication Function and Its Relationship to Other Management Functions -- Models of Public Relations -- Extending the Excellence Theory to a Global Theory -- The Strategic Management Role of Public Relations -- New Research to Enhance the Strategic Role of the Communication Function -- References -- CHAPTER TWO THE CORPORATE COMMUNICATOR: A Senior-Level Strategist -- A Strategic Role -- A Senior-Level Adviser -- A Communicator's Portfolio of Skills -- What Corporate Communicators Need to Know about Their Organizations -- Understanding an Organization's Culture -- Types of Organizations -- Corporate Communicator Roles -- Public Relations -- Investor Relations -- Community and Government Relations -- Internal Communications -- Marketing Communications -- Executive Adviser -- Additional Roles -- Managing Communication During Change -- A Corporate Communicator's Ultimate Responsibility -- References -- CHAPTER THREE ORGANIZATIONAL CULTURE -- Defining Culture -- The Impact of Culture on Organizations and People -- Organization Building Blocks and Culture -- Assessing an Organization's Culture -- Measuring Culture at the Source -- Current Culture Versus Ideal Culture -- Collecting Leaders' Views of the Culture -- Analyzing Results and Evaluating Gaps -- Communications and Culture -- Communications Is a Critical Process for Cultural Change -- The Relationship between Organizational Culture and National Culture -- Case in Point: America Online and Time Warner.

The Impact of People and Culture -- Ten Years Later -- References -- CHAPTER FOUR COMMUNICATION AND THE HIGH-TRUST ORGANIZATION -- Understanding and Valuing Organizational Trust -- Our Research Work on Building High-Trust Organizations -- Trust and Organizational Excellence -- The Organizational Trust Model -- Application of the Trust Model for Organizational Leaders and Business Communicators -- Top Leaders -- Communication Professionals -- Conclusion -- References -- CHAPTER FIVE COMMUNICATION ETHICS: Think Like a Professional: Don't Be Idealistic When Sorting Out Right from Wrong -- Cultural Relativism -- Ethical Pluralism -- Who Is an Ideal Virtuous Person? -- Ethical Triage -- Factors that Affect Ethical Decision Making -- Interpersonal Factors Affect Ethical Decision Making -- Small-Group Factors Affect Ethical Decision Making -- Organizational Factors Affect Ethical Decision Making -- Factors Outside an Organization's Immediate Control Affect Ethical Decision Making -- Case in Point: Media Bribery -- Conclusion -- References -- CHAPTER SIX CORPORATE SOCIAL RESPONSIBILITY: The Communicator's Role as Leader and Advocate -- Toward Standardization of CSR -- Global Reporting Initiative -- AccountAbility 1000 -- International Standards Organization 26000 -- Integrating CSR Communications -- Impact of CSR on Brand Reputation -- Engaging Employees in the Community -- Using CSR as a Public Relations Tool -- Bringing It All Together - Why CSR Matters -- References -- CHAPTER SEVEN CORPORATE SOCIAL RESPONSIBILITY AND SUSTAINABILITY -- Structuring CSR in Large Organizations -- Communicating CSR and Sustainability -- Building Community Relations on a Local Level -- Sustainability and Reputation -- Conclusion -- References -- PART TWO MANAGING COMMUNICATION -- CHAPTER EIGHT STRATEGIC APPROACHES TO MANAGING THE COMMUNICATIONS FUNCTION.

Where Does Communications Reside on the Organizational Chart? -- Bridging the Islands of Communication -- Outsourcing -- How Communications Gets Funded -- How Communications Functions Demonstrate Value -- The Communicator as Performance Consultant -- References -- CHAPTER NINE STRATEGIC PLANNING: Timeless Wisdom Still Shapes Successful Communication Programs -- Strategic Planning -- The Strategic Planning Process -- The Role of Strategic Planning in Communication Management -- The Communication Plan -- The Importance of Research -- Strategic Planning and Strategic Management -- References -- CHAPTER TEN ISSUES MANAGEMENT: Linking Business and Communication Planning -- How Issues Develop - and How Organizations Can Influence Them -- The Five-Step Issues Management Process -- Issue Identification -- Issue Prioritization -- Develop the Organization's Position on the Issue -- Craft the Issue Statement -- Assembling the Issue Team -- Organizing the Planning Session -- Identification and Ranking of Stakeholders -- Define Objectives -- Determining the Proper Response -- Strategy Selection -- Issues Monitoring -- Issues Management Improves Communication Effectiveness -- Case in Point: Building Grassroots Support for a Development Project -- References -- CHAPTER ELEVEN COMMUNICATING CHANGE: When Change Just Doesn't Stop: Creating Really Good Change Communication -- Defining Change Communication: A Broader Consideration -- Monologues and Dialogues -- The Background Talk -- What Is the Purpose of Your Communication? -- Communicating for Stability -- Communicating for Further Change -- Defining Purpose Beyond Change and Stability -- Alignment between Change Communication Competence and Change Communication Expectations -- Communication Competencies -- Identifying Expectations -- Building Matching Change Competencies -- Engaging in the Background Talk of Change.

Background Talk -- Case in Point: StateSmart and People Change -- Conclusion -- References -- CHAPTER TWELVE CRISIS COMMUNICATION: Moving from Tactical Response to Proactive Crisis Preparedness -- Defining Crisis -- Crisis Management and Communication -- Risk Management -- Stakeholder Mapping -- Scenario Planning -- Case in Point: Crisis Management at a Multinational Organization -- Conclusion -- References -- CHAPTER THIRTEEN THE ROLE OF COMMUNICATIONS IN COMPANY BUSINESS STRATEGY -- Understand Business Strategy Fundamentals -- Understand Finance Basics -- Interview Your Strategy Office -- Learn About the Business -- Tie Communications Work to Corporate Metrics and Business Strategies -- Measure and Report on Management's Promise Record -- Contribute to Business Strategy Formulation -- Ask Senior Executives What Bugs Them About Communicators and How You Can Better Meet Their Needs -- If You Must Ask for Resources (Human or Financial), Make a Business Case -- References -- CHAPTER FOURTEEN THE IMPACT OF TECHNOLOGY ON CORPORATE COMMUNICATION -- The Perfect Storm -- Trust -- Consumer Frustration -- The Crumbling of Barriers -- Word of Mouth -- Access -- Consequences -- The Shift to Digital -- The Nature of Work -- The Ability to Organize Without Organizations -- Access to Information -- Information in Real Time -- The Return to the Marketplace -- New Skills for Communicators -- Monitoring -- Video -- Communication Styles -- Integration -- The Speed of Change -- References -- PART THREE INTERNAL COMMUNICATION -- CHAPTER FIFTEEN INTERNAL COMMUNICATION -- Building Blocks of Internal Communication -- Hierarchical: Starting at the Top -- Mass Media: Filling the Gap -- Social Networks: Communicating Naturally -- Social Media: Bringing the Pieces Together -- Social Networking at Work: Turning Play into Profit -- Exactly Who Is an Employee?.

Recognizing Limitations -- References -- CHAPTER SIXTEEN COMMUNICATING WITH A DIVERSE WORKFORCE -- Diversity and Inclusion -- Benefits and Challenges -- Diversity and Communication -- Case in Point: Lockheed Martin MS2 -- Conclusion -- References -- CHAPTER SEVENTEEN INTEGRATING EMPLOYEE COMMUNICATIONS MEDIA -- The New Role of Print -- Online Communication in a 2.0 World -- Integration: Bringing It All Together -- Print -- Intranet Stories -- Editors and Leadership Blog -- Video and Audio -- In the End -- CHAPTER EIGHTEEN INTERNAL BRANDING, EMPLOYER BRANDING -- What It Means -- Bad Ideas Executed Badly -- Case in Point: A Great Example -- The Earth Isn't Flat (But My Budget Is) -- Inside Out -- References -- CHAPTER NINETEEN COMMUNICATING FOR A MERGER OR AN ACQUISITION -- Understanding the Terminology -- Merger of Equals -- Synergy -- Preparing for the M & A -- Preannouncement Planning -- Cultural Due Diligence -- Planning for the Announcement Day -- Announcement Day -- Premerger Planning -- Obtaining Regulatory Approvals -- Keeping Employees in the Loop -- Planning for Day One -- Postmerger Cultural Integration -- Best Integration Practices -- Conclusion -- References -- CHAPTER TWENTY THE CHALLENGES OF EMPLOYEE ENGAGEMENT: Throwing Rocks at the Corporate Rhinoceros -- Workers as Mere Units of Cost -- Engagement as a Soft Issue -- The Rock Throwers -- The Engagement Power of the Boss -- Translating It All Into Practical Actions -- Driving the Rhinoceros Away -- References -- CHAPTER TWENTY-ONE MEASURING THE EFFECTIVENESS OF INTERNAL COMMUNICATION -- Step 1: Identify the Problem and Assess Needs -- Step 2: Develop a Research Methodology -- Type of Research to Conduct -- Methods of Measurement -- Administration, Logistics, and Scheduling -- Step 3: Conduct the Research -- Quantitative Research: The Employee Survey -- Qualitative Research.

Step 4: Analyze the Data.