本研究試圖批判性的評價一個給定的組織在實踐中的溝通管理過程價值，該組織在其特定領域發展既定目標，最終通過外部通信機構實現更大的經濟收益。這樣，本研究將考慮組織和創新的通信指令，這些指令與組織、網絡傳播、或商業通信技術的特定格式來實現更大的經濟收益。為此，有必要說明溝通管理的不同方面是怎樣的，其中包括開發公司的溝通策略，開發和實施內部和外部的通信指令，和以促進企業組織的目標和實現更大的經濟收益管理的信息流。這項研究還將考慮到管理中為了達到自己的目的而要做什么，因此來更大的經濟收益。最后，本研究的結論將與來自這個討論有關的通信管理流程，企業組織價值的關鍵點有關。

考慮到在文獻上已在該地區的管理世界中有一個普遍的信念，在目前的制度環境下，公司的未來在根本上是取決于它是如何通過核心分組查看的，包括股東和投資者、客戶和消費者、員工、一個給定的業務駐留的社區成員（Freeman，1984）。通過舉例的方式，作為學者，其中包括奧拉斯基（1987）發現，六、七十年代的重大動蕩水平服務已經建立了一個大的共識，企業可以不再僅僅滿足從事私人關系制定商業決策了，他們不再需要考慮政府或公眾的輿論。

 

This study will seek to ostensibly critically evaluate the value of processes of communications management in practice to a given organisation with a view to advancing its aims in its particular field and ultimately achieving greater economic gains through its external communications. In so doing, this study will look to consider the organisation and dissemination of innovative communications directives that are linked to an organisation, network, or particular format of communications technology in an effort to achieve greater economic gains for a business. With this in mind, it is necessary to look to illustrate as to how the varying facets of communications management include developing corporate communication strategies, developing and putting into place internal and external communications directives, and managing information's flow with a view to furthering a business organisation's aims and achieving greater economic gains. This study will also consider what management should look to do in this area with a view to achieving its aims and, as a result, greater economic gains. Finally, this study will conclude with a summary of the key points derived from this discussion in relation to the value of processes of communications management to business organisations.#p#分頁標題#e#

In seeking to consider the literature that has been developed in this area there is a widespread belief in the world of management that, within the current institutional environment, the future of a company is fundamentally dependent upon how it is viewed by key groupings including shareholders and investors, customers and consumers, employees, and members of the community where a given business resides (Freeman, 1984). By way of illustration, as academics including Olasky (1987) have found, the level of significant turmoil of the 1960s and 1970s served to establish a climate where businesses could no longer suffice with simply engaging in private relations making business decisions without taking into account governmental or public opinion. As a result, it is now incumbent upon business organisations to to portray themselves as ethical organisations and differentiate themselves in a greater social and democratic market (Broom, Lauzen, & Tucker, 1991, p.220). Therefore, in recognition of this need for policies to guide communication with each of a company's stakeholders and key public groupings, questions about the management and organisation of external communications programmes have become more salient and significant than before (Van Riel, 1995).

To this effect, the last decade has spawned several conceptual and empirical articles on the management and organisation of a company's external communications (Grunig & Grunig, 1998). Therefore, the increased attention given to communications organisation has served to signify a strong resurgence of academic interest in the traditional debate on the organisational relationship between marketing and public relations or corporate affairs as the two main external communication functions business organisations are able to employ (Cornelissen & Lock, 2000a) are attributable to the changing social and market context. By way of illustration, academics including Van Leuven (1991b) have argued altered market dynamics could lead to business organisations devising new organisational structures to better integrate marketing, public relations, advertising, sales promotions, and product publicity. In somewhat similar fashion, Caywood & Ewing (1991) found the renewed importance of the relationship between the marketing and public relations functions of business organisation is as a result of the powerful restructuring trend currently taking place in the corporate world where every function is examined through consideration of its accountability. Finally, Gronstedt (1996a & 1996b) argued along with the trends for restructuring there are also obvious practical reasons for integrating and more closely aligning marketing communications and public relations to send out consistent messages about the business.

With this in mind, such an argument for there being greater 'integration' has indeed found significantly more endorsements with practitioners and academics alike. For example, under the subheadings of 'Integrated Marketing Communications' (Schultz, Tannenbaum, & Lauterborn, 1993), 'Integrated Marketing' (Duncan & Moriarty, 1997), and 'Integrated Communications' (Gronstedt, 1996), writers have come to look upon this need for effective integration in external communications management as being either a cross-functional coordination that serves to permit greater interaction across communication disciplines or the consolidation of sets of communication disciplines into departments. Therefore, this kind of consolidation has served to effectively purport to strengthen interrelations among the various disciplines and serve to permit the corporate and marketing communications functions to play a focused role in a given business' communications management (Duncan & Caywood, 1996). As a result, after having been previously equated with horizontal cross-functional coordination, it is to be appreciated that the process of 'integration' involved with communications management has come to be read as the merger of all - or at least the large majority of - communication disciplines into a single organisational unit for the purpose of enhancing communications management (Miller & Rose, 1994).#p#分頁標題#e#

Conclusions

Having sought to critically evaluate the remit of processes of communications management in practice in an external context to a given business organisation with a view to advancing its aims in its particular field to achieve greater economic gains, it will be clearly shown that managements discontent with academic work on effective communications management organisation and the elusive way in which new prescriptions and theories of external communications management have been handled. As a result, there is a need for conceptual framework of this study to be translated into the arguments surrounding the management and organisation of external communications into operational constructs. Therefore, what also must be shown is that the usefulness of measurable constructs and indicators have a direct reference to managerial practices. For example, it will be shown through this study the level of structural relationships between the degree of interaction and co-ordination between departments within a company along with the domain similarity and resource dependencies between departments and the level of interaction between them. With this in mind, these kinds of findings may be utilised to suggest it is for management to evaluate the characteristics of their department within their company and install particular coordination mechanisms to achieve desired and/or required levels of interaction.

Methodology

This study seeks to utilise a lot of secondary materials with a view to then making a series of academic generalisations in this area of discussion before seeking to focus more specifically on the issues of concern. With this in mind, it will be necessary to carry out the research for this study broadly looking to utilise a variety of both paper and electronic resources to generate a focussed reading list of materials with specific references to the search terms generated for these purposes. To this effect, the search terms that will be utilised for these purposes are “Strategic”; “Management”; “Communications”; “External”; and “Business” that can be used collectively or in combinations to give this study a suitably specific focus. At the same time, however, there is a need to recognise the limitation of this study. For one thing, a considerable amount of research has already been undertaken in this area, but it is also to be appreciated that there is still scope for a broad discussion where the materials are effectively gone through to find the requisite materials. In addition, there is also a need to appreciate the importance of effective planning of the research carried out with a view to making sure that the materials that are needed because of their significance are available as and when they are needed through the library and/or the Internet.