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Essay / Research Paper Abstract
An 8 page paper that begins by discussing the need to communicate with internal publics identified as employees. The writer then reports a case study of one large organization with facilities across three states. This organization wanted to know which communication tools were most effective in achieving a specific objective. The writer than comments on the communication process and how one might work towards an internal public relations program. Bibliography lists 3 sources.
Page Count:
8 pages (~225 words per page)
File: MM12_PGintcom.rtf
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Unformatted sample text from the term paper:
times of change, whether the company is merging with another or the company is making changes in processes or procedures. Stein, Bentley and Wanta report that traditionally, companies have communicated
to their internal publics through some sort of regular employee publication, such as newsletters, memos, bulleting, etc (1998). Some companies hold regional staff meeting to communicate information (Stein, Bentley and
Wanta, 1998). In todays electronic world, a great deal of communication with internal publics is through e-mail, intranets, teleconferencing and/or voice mail (Stein, Bentley and Wanta, 1998). Some authors
have noted that over the past 15 years, the rapid changes in industry, including mergers, downsizing and restructuring have left employees felling a great deal of anxiety about the security
of their jobs, thus, communication with internal publics has become even more important (Stein, Bentley and Wanta, 1998; Parker 2001). Parker went on to assert the sense of community that
was once an important component in the work environment has been eroded (2001). PeaceHealth is a nonprofit health care system in the Pacific Northwest with facilities in six different
regions across three states (Parker, 2001). The company wanted to know if its communication with employees was effective and more specifically, if it helped to develop a sense of community
(Parker, 2001). They further wanted to know if it did build a sense of community, which communication tools were more effective (Parker, 2001). The company looked at three levels: organizational,
regional and departmental (Parker, 2001). The company used five different modes of communication: "written publications, telephone, face-to-face meetings, electronic mail, and Crossroads intranet" (Parker, 2001). The Crossroads Intranet posts notices
and announcements that are applicable to all departments and it also publishes information about specific regions and departments (Parker, 2001). Community was defined as relational rather than geographical (Parker,
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