Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000003851825 | HD30.3 D35 1996 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
Marshal support throughout your organization
Develop a communications strategy that works for -- not against -- you. Based on years of battle-tested principles and case-examples, Roger D'Aprix tells managers how they can avoid the communications breakdowns that sabotage attempts at change, and cause employees to lose faith in their leaders and the system itself. Instead, he shows how communications can be used strategically to connect an organization's vision, mission and business goals to the forces and opportunities in the marketplace -- the driving force behind all change. Includes D'Arpix's market-based strategic communications model for integrating and aligning communications at all levels.
Author Notes
Roger D'Aprix is an internationally known communication consultant who has worked with dozens of Fortune 500 companies including General Motors, Hewlett-Packard, Electronic Data Systems, and Owens-Corning. The author of numerous books, including Communicating for Productivity (1982), he was recognized in 1995 by the International Association of Business Communicators as one of the most influential thinkers in the field over the last twenty-five years. His extensive professional career includes positions in executive communications with Xerox, General Electric, and Bell and Howell, and as vice president and national practice leader with Towers Perrin. He is presently a principal with William M. Mercer, Inc.
Reviews 1
Booklist Review
In producing a remarkably commonsense book, D'Aprix has introduced a much needed word into executive vocabulary: communicating. Sprinkled with references to U.S. market leaders, such as GE and Xerox, he outlines in broad strokes the best strategic communications model; each piece of advice is accompanied by statistics and real and fictitious case histories, all intended to convince and persuade. Few good public relations practitioners will argue the tenets presented here or take away much startling information, but both top-and mid-level managers just might be surprised at the case D'Aprix makes for the power of internal communications. --Barbara Jacobs
Table of Contents
| Preface | p. xi |
| The Author | p. xvii |
| 1. Turning All Eyes Outward: The Customer as the Cause of Change | p. 1 |
| 2. Enabling People to Connect with Change | p. 13 |
| 3. The Pitfalls of Reactive Communication | p. 29 |
| 4. Market-Based Strategic Communication | p. 45 |
| 5. Aligning Individual Effort with Organizational Goals | p. 79 |
| 6. Telling and Retelling: The Leader's Communication Role | p. 105 |
| 7. Challenges to Effective Strategic Communication | p. 119 |
| 8. The Importance of Trust | p. 139 |
| References | p. 153 |
| Index | p. 155 |
