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Reflective Communication Management, a Public View on Public Relations
Unformatted Document Text:  25 world values are plural and dynamic. This allows for a constructionist view of society and communication. In our societal approach of communication management, society at large is the unit of analysis - with the social structure and institutions being the basis for quality communication management. This implies that the point of view is not that of the corporation or organization itself, but the organization’s place in society at large (the social structure). Communication management is engaged in constructing society by making sense of situations, creating appropriate meanings out of them, looking for acceptable frameworks and enactments. This Reflective Communication Management approach sees communication management as about maximizing, optimizing, or satisfying the process of meaning creation, using informational, persuasive, relational, and discursive interventions to solve managerial problems by co- producing societal (public) legitimation. We believe that management needs a reflective view of its communication management to sustain “the license to operate.” What communication management specialists offer today, is primarily unreflected execution. It is in the gap between demand and supply that the future of communication management is about to grow. If it does not, there will be no future for management itself. References Argyris, Ch. (1994). On Organizational Learning. Cambridge MA: Blackwell. Argyris, Ch. & Schön, D.A. (1978). Organizational Learning: A Theory of Action Perspective. Reading: Addison-Wesley. Arlt, H.J. (1998). Kommunikation, Oeffentlichkeit, Oeffentlichkeitsarbeit. PR von Gestern, PR für Morgen – das Beispiel Gewerkschaft. Opladen: Westdeutscher Verlag. Bentele (1997). Public Relations and Reality: A Contribution to a Theory of Public Relations. In: D. Moss, T. MacManus & D. Vercic (eds.). Public Relations Research: An International Perspective, pp.89-109. London: International Thompson Business Press. Bentele, G. & Rühl, M. (Hg.) (1993). Theorien öffentlicher Kommunikation. München: Ölschläger. Berger, P. & Luckmann, Th. (1966). The Social Construction of Reality. A Treatise in the Sociology of Knowledge. New York: Penguin Books Berlo, D.K. (1960). The Process of Communication. New York: Holt, Rinehart and Winston. Burkart, R. (1996). Verständigungsorientierte Öffentlichkeitsarbeit: Der Dialog als PR-Konzeption. In: G. Bentele, H. Steinmann & A. Zerfass (Hrsg.). Dialogorientierte Unternehmenskommunikation. Grundlagen, Praxiserfahrungen, Perspektiven, pp. 245-270. Berlin: Vistas.

Authors: Van Ruler, A. A. Betteke. and Vercic, Dejan.
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25
world values are plural and dynamic. This allows for a constructionist view of society and
communication.
In our societal approach of communication management, society at large is the unit of analysis - with the
social structure and institutions being the basis for quality communication management. This implies that
the point of view is not that of the corporation or organization itself, but the organization’s place in
society at large (the social structure). Communication management is engaged in constructing society by
making sense of situations, creating appropriate meanings out of them, looking for acceptable frameworks
and enactments. This Reflective Communication Management approach sees communication
management as about maximizing, optimizing, or satisfying the process of meaning creation, using
informational, persuasive, relational, and discursive interventions to solve managerial problems by co-
producing societal (public) legitimation.
We believe that management needs a reflective view of its communication management to sustain “the
license to operate.” What communication management specialists offer today, is primarily unreflected
execution. It is in the gap between demand and supply that the future of communication management is
about to grow. If it does not, there will be no future for management itself.
References
Argyris, Ch. (1994). On Organizational Learning. Cambridge MA: Blackwell.

Argyris, Ch. & Schön, D.A. (1978). Organizational Learning: A Theory of Action Perspective. Reading:
Addison-Wesley.

Arlt, H.J. (1998). Kommunikation, Oeffentlichkeit, Oeffentlichkeitsarbeit. PR von Gestern, PR für Morgen
– das Beispiel Gewerkschaft
. Opladen: Westdeutscher Verlag.

Bentele (1997). Public Relations and Reality: A Contribution to a Theory of Public Relations. In: D.
Moss, T. MacManus & D. Vercic (eds.). Public Relations Research: An International Perspective, pp.
89-109. London: International Thompson Business Press.

Bentele, G. & Rühl, M. (Hg.) (1993). Theorien öffentlicher Kommunikation. München: Ölschläger.

Berger, P. & Luckmann, Th. (1966). The Social Construction of Reality. A Treatise in the Sociology of
Knowledge.
New York: Penguin Books

Berlo, D.K. (1960). The Process of Communication. New York: Holt, Rinehart and Winston.

Burkart, R. (1996). Verständigungsorientierte Öffentlichkeitsarbeit: Der Dialog als PR-Konzeption. In: G.
Bentele, H. Steinmann & A. Zerfass (Hrsg.). Dialogorientierte Unternehmenskommunikation.
Grundlagen, Praxiserfahrungen, Perspektiven
, pp. 245-270. Berlin: Vistas.


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