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Table of Contents
Intro
Contents
About the Authors
Introduction
References
Part I: Internal Communication and Management: A Theoretical Positioning
1: Communication-Centered Management: A New Paradigm for Internal Communication
1.1 Communicative Action in Organizations: On the Intention and Concept of an Interdisciplinary View of Internal Communication
1.2 Internal Communication: Definition and Objectives
References
2: Internal Communication and Management: Essentials of Communication-Centered Management Theory
2.1 Environment as a Landscape of Possibilities
2.2 Organization as a Value-Creation System
2.3 Management as Reflexive Design Praxis
References
3: Perspectives on Internal Communication in the Context of Agile Management: A Conceptual Assessment of the Current Positioning
3.1 Corporate Management in a VUCA World
3.2 Agility as a Response to VUCA Conditions
3.3 Communication-Centered Action as a Condition for Agility
3.3.1 Key Component Attention
3.3.2 Key Component Vigilance
3.3.3 Steering Variable Purpose: Meaning and Orientation
3.3.4 Steering Variable Mindset: Attitude and Logic of Action
3.3.5 Steering Variable Relation: Collaboration and Networking
3.3.6 Steering Variable Competence: Knowledge and Diversity
3.3.7 Enabler Self-Direction
3.3.8 Enabler Leadership
References
Part II: Management Tasks and the Contribution of Internal Communication
3.1 References
4: Goals and Norms
4.1 The General Function Profile: Establishing Identity, Defining the Bases for Action and Structuring Legitimacy
4.2 The Communication-Centered Function Profile: Convincing Internal and External Stakeholders with Purpose, Sensemaking and Mindset
4.2.1 Environment as a Landscape of Possibilities: Securing the "License to Operate" and Laying the Foundation for Promising Cooperative Ventures
4.2.2 Organization as a Value-Creation System: Securing Loyalty and Enabling Orientation
4.2.3 Management as Reflexive Design Praxis: Making the Identity of the Entire Value-Creation System Continuously Visible with the Help of a Meaningful Frame of Reference
4.3 Case Study
References
5: Organization
5.1 The General Function Profile: Using the Structural Features of Hierarchy and Heterarchy for Organizational Design
5.2 The Communication-Centered Function Profile: Understanding Fractal Organizations as a New Paradigm
5.2.1 Environment as a Landscape of Possibilities: Exchange and Absorption as Existential Organizational Characteristics
5.2.2 Organization as a Value-Creation System: A Group of Self-Directing Groups
5.2.3 Management as Reflexive Design Praxis: Shaping and Maintaining Corporate Culture
5.3 Case Study
References
6: Network Management
6.1 The General Function Profile: Implementing Different Strategies with Diverse Networks
Contents
About the Authors
Introduction
References
Part I: Internal Communication and Management: A Theoretical Positioning
1: Communication-Centered Management: A New Paradigm for Internal Communication
1.1 Communicative Action in Organizations: On the Intention and Concept of an Interdisciplinary View of Internal Communication
1.2 Internal Communication: Definition and Objectives
References
2: Internal Communication and Management: Essentials of Communication-Centered Management Theory
2.1 Environment as a Landscape of Possibilities
2.2 Organization as a Value-Creation System
2.3 Management as Reflexive Design Praxis
References
3: Perspectives on Internal Communication in the Context of Agile Management: A Conceptual Assessment of the Current Positioning
3.1 Corporate Management in a VUCA World
3.2 Agility as a Response to VUCA Conditions
3.3 Communication-Centered Action as a Condition for Agility
3.3.1 Key Component Attention
3.3.2 Key Component Vigilance
3.3.3 Steering Variable Purpose: Meaning and Orientation
3.3.4 Steering Variable Mindset: Attitude and Logic of Action
3.3.5 Steering Variable Relation: Collaboration and Networking
3.3.6 Steering Variable Competence: Knowledge and Diversity
3.3.7 Enabler Self-Direction
3.3.8 Enabler Leadership
References
Part II: Management Tasks and the Contribution of Internal Communication
3.1 References
4: Goals and Norms
4.1 The General Function Profile: Establishing Identity, Defining the Bases for Action and Structuring Legitimacy
4.2 The Communication-Centered Function Profile: Convincing Internal and External Stakeholders with Purpose, Sensemaking and Mindset
4.2.1 Environment as a Landscape of Possibilities: Securing the "License to Operate" and Laying the Foundation for Promising Cooperative Ventures
4.2.2 Organization as a Value-Creation System: Securing Loyalty and Enabling Orientation
4.2.3 Management as Reflexive Design Praxis: Making the Identity of the Entire Value-Creation System Continuously Visible with the Help of a Meaningful Frame of Reference
4.3 Case Study
References
5: Organization
5.1 The General Function Profile: Using the Structural Features of Hierarchy and Heterarchy for Organizational Design
5.2 The Communication-Centered Function Profile: Understanding Fractal Organizations as a New Paradigm
5.2.1 Environment as a Landscape of Possibilities: Exchange and Absorption as Existential Organizational Characteristics
5.2.2 Organization as a Value-Creation System: A Group of Self-Directing Groups
5.2.3 Management as Reflexive Design Praxis: Shaping and Maintaining Corporate Culture
5.3 Case Study
References
6: Network Management
6.1 The General Function Profile: Implementing Different Strategies with Diverse Networks