Corporate Communications: The Link Between Corporate Identity And Corporate Communication

To undertake effective communication, provide a very positive image of his company and maximise its business, the creator must necessarily proceed in stages. The company cannot communicate anything to anyone. She must first identify the targets, investors, customers, suppliers, and assign levels of importance.

Marketing Communication is an organizational function and a set of process for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders (Maignan, 2005). Marketing communication is all about delivering the benefits of the products to the customers in order to generate sales and profits. In Business, total marketing communication programme is called ‘Communication/Promotional Mix’

“Culture consists of the symbols, rituals, language, and social dramas that highlight organizational life, including myths, stories, and jargon. It includes the shared meanings associated with the symbols, rituals, and language. Culture combines the philosophy of the firm with beliefs, expectations, and values shared by members. It contains the stories and myths about the company's founder and its current leading figures. Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations. An organization's culture determines how it perceives and reacts to the larger environment (Becker, 1982; Schein, 1996). Culture determines the nature

Corporate culture influences everyday employee actions – it’s how they interact with customers, each other, and make decisions. If the company culture does not align with the mission statement, it can create an identity crisis of sorts.

Within organizations, large and small, there exists a sense of identity among its members that separates it from other organizations. This sense of identity is known as organizational culture. All over, managers seek to influence and change this into something that can be beneficial for the organization. In his article, “The Six Levers for Managing Organizational Culture”, Professor David W. Young defines the different elements that can influence and change the culture within the organization and how the reader can use these “levers” to their advantage. While the author does present a decent explanation for changing the culture of an organization, he leaves many questions unanswered that leaves his argument incomplete.

Cultural organization is unique and configures their norms, beliefs, values, and behavioral characteristics into the individual and groups that unite to get things accomplished. Patterns begin to evolve and become a rule of basic assumption; whether it is a new idea, one recently discovered or under development by a certain group as they learn to cope with internal integration and external adaptation problems. Cultural characteristics are hard to define because culture is multi-dimensional with integrated components that intertwine at different levels and ever-changing which takes time to establish and therefore time to change it also. Culture becomes the fabric or social glue that unites its participants, this will counteract any processes that are different becomes an unavoidable side-effect of life in an organization. Mutual understandings and a shared system of meanings becomes the basis of communication in a cultural organization. Functions of a society need to be fulfilled with a certain amount of satisfaction or culture can impede the efficiency of that organization. Problems with this concept arise when trying to categorize culture or when, why, or how corporate culture should be changed or finding the best, healthiest or most desirable one.

Communication in marketing channels can serve as the process by which influential information is conveyed, shared decision making is encouraged, programs are created, power is put into effect and commitment and loyalty are built. Communication is the bond that holds together channels of distribution. Marketing communication builds awareness of a business, its products and the business’s position through customer interaction materials such as brochures, press releases, web sites and other forms of direct, indirect and interactive marketing. Marketing communication represents the “voice” of the brand and is one way to establish a dialogue and build relationships with consumers (Kotler & Keller, 2007, p. 279). Altadena Computer Company must have an in-depth understanding of the company’s target audience and the process of buying, selling, and communicating to customers.

There are many definitions of organisational culture available in the literature, many of which are based on the fact that culture consists of values, beliefs, and assumptions shared by the majority of members of an organisation. These characteristics and shared views are then translated into common and repeated patterns of behaviour. Although it is difficult to come up with a single definition that would cover

The culture of an organization is as unique and diverse as the individuals are who live and work within it. In fact, the above definition of organizational culture provided by Schein (1985a) suggests an image of a living, breathing and influential force engaged in a series of reciprocal interactions with its members. Furthermore, the culture of an organization does not simply appear but is one that is constructed and developed over a period of time. For example, Stackman, Pinder and Conner (2000) describe organizational culture as being comprised of a system of layering or as a “deep construct.” The idea being that the culture of an organization is similar to the skin of an onion encompassing layers of values, beliefs, assumptions,

At its most basic, corporate culture is the personality of an organization or simply how things are done around there. However, in a broader sense it refers to 'the moral, social and behavioral norms of an organization based on the beliefs, attitudes and priorities of its members.' It determines how employees think, act and feel. Every organization has a different concept about the kind of culture that it should have, therefore cultures across organizations may differ despite of having certain common elements1. However common to all organizations is the essential need of fostering a sense of family so that employees do not feel that their work is isolated from other parts of their lives. In fact the culture of an organization should be

Hofstede (2003) defined culture as "the collective programming of the mind that distinguishes the members of one group or category of people from another". Corporate culture refers to the intangible aspects of companies, including the interactions at an interpersonal level, and values, morals and ethics which permeate the way that decisions are made and polices are implemented (Buchanan & Huczynski, 2011). Just as when one undertakes international travel, and sees different cultures where there are different attitudes and traditions, one can also observe different

Corporate culture is an element of organizational design that is very difficult to define. Culture is described as the “unwritten, feeling part of the organization” (Daft, 2016, p. 386) and can be formal, informal and intangible. Daft explains that “the visible elements of culture…reflect deeper values in the minds of organization members” (2016, p. 387). The deeper values that Daft is referring to are the essence of culture and are therefore difficult to qualify and quantify. Large or global companies additionally and frequently develop subcultures, and this further complicates an outsider’s perspective and ability to discern a culture accurately (Daft, 2016).

During my four years in college, the word culture has been expressed multiple times. It has been apparent in multiple test; yet, not a fully coherent meaning has been express. Explained in the book, culture is the most important aspect for a successful company to flourish. The culture inspires

When one talks about culture, we think of something that we actually cannot see, the environment which surrounds us in particular organizations, behavior of the people in organizations, the rites and rituals of the companies, the climate of the companies, and so on. These are all manifestations of the culture, but none is the culture at the level where culture matters. A better way to think about culture is to realize that culture exists at different “levels” where it helps to determine strategy, goals, and models of operating.

Communication plays a very important role in an organisation. In fact, it is said to be the lifeline of the organisation. In totality, communication in an organisation is very complex and needs to be correctly managed, handled and monitored to avert chaos, crisis or conflict. The success and downfall of an organization has a significant link and attachment to communication as the strength, base and foundation between employees and employers such that through communication models that act as vehicles, the corporate sphere is fully equipped by way of addressing crisis management, organizational