APPLIES TO ACADEMIC YEAR 2015/2016

MAN 3147/3148/3149/3150 Corporate Communication Management

Responsible for the course
Peggy S Brønn, Christian Fieseler

Department
Department of Communication and Culture

Term
According to study plan

ECTS Credits
30

Language of instruction
English

Introduction
This program is designed for those in or aspiring to top leadership roles within the communication function, the Corporate Communication Officer (CCO). These executives are expected to have the business acumen and deep understanding of organizations, management and strategy to help unlock organizational potential. Senior managers in charge of the communication function more than ever need to act as strategic advisors to their organizations in navigating today’s challenging environment in order to generate the scarcest resources in an organization’s network: attention, trust, and participation. The changing communication landscape with its new social, economic and technological developments demands a more varied and strategic set of deep knowledge from those managing communication within organizations.

Learning outcome

Acquired knowledge
The objective of the MoM in Corporate Communication Leadership is to prepare participants to assume leadership roles in corporate communication through combining knowledge and skills in these fields with personal competencies, analytical tools and instruments that will enable them to become strategic thinkers and innovators in communication. The program aims at increasing participants’ knowledge, skills and quality performance so that participants come away with state of the art knowledge of corporate communication from an international perspective, and insight into the use of academic theories in daily business practices. Participants will understand the intersection between corporate communication (communication processes and their outcomes, i.e. identity, image, reputation, brands) and communication management (processes of planning, organizing, staffing, executing, evaluating communication activities and campaigns; both for bringing messages across and listening).

Acquired skills
Upon completion of the program, participants will have enhanced their strategic competencies in the following areas.
• Proactive (Future oriented): a person that is proactive and futures oriented encourages the introduction of new structures, methods and guidelines that determine future priorities. They can also use tools that can aid in forecasting foreseeable changes to meet future challenges.

• Issues oriented: this person has extensive knowledge of issues and changes in the external environment and can help their organization adjust and adapt to them, even perhaps helping the organization lead the way in setting social agendas.

• Creative and Innovative: this person is able to contribute with very original and inventive ideas.

• Gaining knowledgeable about their organization: everyone at this level of the organization must have extensive knowledge of important issues within the organization.

• Systems thinking: a real asset is being able to rise above immediate problems or situations and see the broader problem areas / issues and their far-reaching consequences.

Reflection
A general awareness of the importance of communication in building relationships that increase trust between an organization and its many stakeholders, which in turn impacts overall reputation.

Prerequisites
Bachelor degree or equivalent and 4 years of work experience. Please consult our student regulations.

Compulsory reading
Books:
Cornelissen, J. 2014. Corporate Communications. 4th edition. Sage
Drury, C.. 2008. Management and Cost Accounting. 7th ed. Cengage Learning. Chapter 2, 15, 21-22
Roper, S., & Fil, C.. 2014. Corporate Reputation: Brand and Communication. Pearson
Watson, T., & Noble, P.. 2014. Evaluating Public Relations. A guide to planning, research and measurement. 3rd edition. Kogan Page
Wootton, S., & Horne, T.. 2010. Strategic Thinking; A 9-step Approach. 3rd edition. Kogan Page
Yukl, G.. 2013. Leadership in Organizations. 8th edition. Prentice Hall

Articles:
Berger, B. K., & Meng, J.. 2014. Making Sense of Leadership and Leaders in Public Relations. In B. K. Berger & J. Meng (Eds.), Public Relations Leaders as Sensemakers. A global study of leadership in public relations and communication management. Routledge. 3-15
Cheney, G., Christensen, L. T., Zorn, T. E., & Ganesh, S.. 2004. Leadership Old and New: Direction, Coordination, Facilitation, and Inspiration. In G. Cheney, L. T. Christensen, T. E. Zorn & S. Ganesh (Eds.), Organizational communication in an age of globalization. Waveland Press. 177-210
Ihlen, O., & Verhoeven, P.. Social Theories for Strategic Communication. In D. R. Holtzhausen & A. Zerfass (Eds.), Routledge Handbook of Strategic Communication (in press). Routledge
Moss, D.. 2011. Strategy-Making and Planning in the Communications Context. In D. Moss & B. DeSanto (Eds.), Public Relations - A Managerial Perspective. Sage. 111-142
Werder, K. P.. 2015. A Theoretical Framework for Strategic Communication Messaging. In D. Holtzhausen & A. Zerfass (Eds.) Routledge Handbook of Strategic Communication. Routledge. (to be announced)
Zerfass, A.. 2008. Corporate Communication Revisited: Integrating Business Strategy and Strategic Communication. In A. Zerfass, B. van Ruler & K. Sriramesh (Eds.), Public Relations Research. European and International Perspectives and Innovations. VS Verlag für Sozialwissenschaften
Zerfass, A.. 2010. Assuring Rationality and Transparency in Corporate Communications. Theoretical foundations and empirical findings on communication controlling and communication performance management. In M. D. Dodd & K. Yama­mura (Eds.), Ethical Issues for Public Relations Practice in a Multicultural World, 13th International Public Relations Research Conference. IPR. 947-966

Journals:
Balmer, J. M. T. & Greyser, S. A.. 2002. Managing the Multiple Identities of the Corporation. California Management Review. 44(3). 72-86
Balmer, J. M. T. & Greyser, S. A.. 2006. Corporate Marketing - Integrating corporate identity, corporate branding, corporate communications, corporate image and corporate reputation. European Journal of Marketing. 40(7/8). 730-741.
Bentele, G., & Nothhaft, H. 2010. Strategic Communication and the Public Sphere from a European Perspective. International Journal for Strategic Communication. 4(2). 93-116
Brønn, P. S., & Brønn, C.. 2002. Issues Management as a Basis for Strategic Orientation. 2(4). 247-258
Brønn, P. S.. 2014. How Others See Us: Leaders’ Perception of Communication and Communication Managers. Journal of Communication Management. 18(1). 58-79
Burmann, Ch. & Zeplin, S.. 2005. Building brand commitment: A behavioural approach to inter- nal brand management. Journal of Brand Management. 12(4). 279-300.
Choo C. W.. 2001. Environmental scanning as information seeking and organizational learning. Information Research. 7(1). 1-37
Christensen, L. T., & Cornelissen, J.. 2013. Bridging Corporate and Organizational Communication: Review, Development and Look to the Future. Management Communication Quarterly. 25(3). 383-414
Gregory, A.. 2007. Involving Stakeholders in Developing Corporate Brands: The Communication Dimension. Journal of Marketing Management. 23(1-2). 59-73
Hatch, M. J. & Schultz, M.. 2001. Are the Strategic Stars Aligned for your Corporate Brand. Harvard Business Review. 79(2). 128-134
Nothhaft, H.. 2010. Communication management as a second‐order management function: Roles and functions of the communication executive – results from a shadowing study. Journal of Communication Management. 14(2). 127-140
Schultz, M. & Hatch, M. J.. 2003. The Cycles of Corporate Branding: The Case of the Lego Company. California Management Review. 46(1). 6-26
Tench, R., Vercic, D., & Tkalac Vercic, A.. 2013. Contemporary Issues Impacting European Communication Competencies. Media Studies. 4(7). 111-123
Zerfass, A., Bentele, G., Schwalbach, J., & Sherzada, M.. 2014. Corporate Communications from the Top and from the Center: Comparing Experiences and Expectations of CEOs and Communicators. International Journal of Strategic Communication. 8(2). 61-78
Zerfass, A., & Verhoeven, P.. 2014. Patterns of Excellence. Communication Director. 10(3). 30-35
Aaker, D. A. & Joachimsthaler, E.. 2000. The Brand Relationship Spectrum: The Key to the Brand Architecture Challenge. California Management Review. 42(4). 8-23

Recommended reading

Course outline
Module 1: Corporate Communication Leadership and Strategic Management

The module sets the scene for the course by exploring and explaining key challenges in the field in different dimensions. On a personal level, it is discussed how communication leaders enact their jobs and what are their routines, experiences and drivers for success. Participants are encouraged to bring in their own perspectives and questions related to their positions and industries. On an organizational level, the module will show how communication contributes to economic success and legitimacy. Different approaches to create and explain value through corporate communication are described. On the macro level of business, media and society, basic concepts as well as recent trends are discussed to provide a framework which helps communication leaders to adopt their job to future challenges. The module will introduce key definitions and theories. It will also outline goals for the research thesis and explain the process to run such a project. Participants will be guided to develop ideas for benchmark projects on corporate communication that can be performed as thesis project.

Subject Areas:
Corporate Communication: Goals, Necessity and Challenges
New Developments in Media and Communication
Leadership in Communication: Challenges and Competencies
Conceptual Foundations: Key Theories and Frameworks
Mapping the Future: The Communicative Organization

Module 2: Building Strategic Competencies
The key to having influence in the strategic processes of an organization depends on the ability to exhibit a strategic orientation. This module will introduce participants to processes and tools that can help them demonstrate they are able to think and act strategically. They will learn principles and theories associated with systems thinking, creativity and innovation, methods for taking a proactive stance through issues orientation and a stakeholder approach. Upon completion of the module they will be better prepared to help their organizations be clear about where they are and provide insight about where they need to be in the future.

Subjects areas:
Principles of Strategic Thinking
Strategic Issues Management
Environmental Scanning
Management Tools
State-of-the-art in Stakeholder Research

Module 3: Creating Legitimacy: Reputation and Corporate Branding

This module’s courses on branding, communication and legitimacy provide participants with a substantial insight into the workings of branded communication, its psychological and sociological basis, fundamental concepts and its proper role in strategic management. Participants will be introduced to theories of theories of social interaction, selected consumer behavior and brand communications insights to understand the scope and objectives of professional communication.

Subject Areas:
Fundamentals of Branding / Brand Equity
Brand/Stakeholder Communities
(Corporate) Brand Positioning
Behavioral Branding
Social Media Marketing
Corporate Social Responsibility

Module 4: Managing Communication and the Communication Function

Participants will learn about the infrastructure for communication in corporations and key processes to manage communication strategically. The module explores alternative set-ups and governance strategies for communication functions. A specific focus will be lead on relationships to the executive board, marketing, human resources, management accounting, and other business partners within the company. Routines for defining communication goals and planning programs, campaigns, cross-media activities and content strategies are discussed and explained through case studies. Managing and motivating people, agencies and service providers will be discussed in detail, including methods to assess competencies for communicators and rationales for outsourcing activities. The module will help leaders to understand key concepts of management accounting, budgeting and controlling, which link communication evaluation to business goals.

Subject Areas:
Positioning and Organizing the Communication Function
Planning Campaigns, Programs and Communication Activities
Budgeting, Cost Management and Controlling
Leading a Corporate Communication Department
Developing Staff Competencies in Corporate Communication

Module 5: Leading the Future Corporate Communication Function (this module to be taken abroad)

Objectives:

This module will take participants abroad, to meet with fellow international communicators, and to learn from best practices. Participants will learn about the latest insights on how to interact with international audiences, both on a personal level as well in an organizational capacity. The conclusion of this module will be the presentation of the thesis projects the participants have worked on during the course, marked by critical discussions among the participants, the lecturers and international peers.

Subject Areas:
Personal Skills: Inspiring Followers and Developing Networks
International and Intercultural Communication
Term paper

Computer-based tools
itslearning

Learning process and workload
The programme is conducted through five course modules, a total of approx. 150 lecturing hours.

Project tutorials differ in each Executive Master of Management programme. It will consist of personal tutorials and tutorials given in class. Generally the students may expect consulting tutorials, not evaluating tutorials. The total hours of tutorials offered is estimated to two hours pr. students following an ordinary Master of Management programme. For students taking the programme as their final Master of Management programme the tutorials offered are estimated to a total of six hours per term paper.

Please note that while attendance is not compulsory in all programmes, it is the student's own responsibility to obtain any information provided in class that is not included on the course homepage/ itslearning or other course materials.



Examination
The students are evaluated through a term paper, counting 18 ECTS credits and an 5 hours individual written exam, counting ECTS 12 credits. Both evaluations must be passed to obtain a certificate for the programme. The term paper may be written individually or in groups of maximum three persons.

For students taking this programme as the final Master of Management Programme the following applies:
The students are evaluated through a term paper, counting 24 ECTS credits and an 5 hours individual written exam, counting ECTS 6 credits. The term paper may be written individually or in groups of maximum two persons. Both evaluations must be passed to obtain a certificate for the programme.
Examination code(s)
MAN 31471 - Term paper; accounts for 100 % of the grade to pass the programme MAN 3147, 18 credits
MAN 31481 - Individual written exam; accounts for 100 % of the grade to pass the programme MAN 3148, 12 credits
Both evaluations must be passed to obtain a certificate for the programme.

For students taking this programme as the final Master of Management Programme the following applies:
MAN 31491 - Term paper; accounts for 100 % of the grade to pass the programme MAN 3149, 24 credits
MAN 31501 - Individual written exam; accounts for 100 % of the grade to pass the programme MAN 3150, 6 credits;.
Both evaluations must be passed to obtain a certificate for the programme.

Examination support materials
Individual written exam - Bilingual-English dictionary

Examination support materials at written examinations are specifies under "Examination" in the student portal @BI . Please, note the use of calculator and dictionary. For further information, please se: https://at.bi.no/EN/Pages/Exa_Hjelpemidler-til-eksamen.aspx

Re-sit examination
It is only possible to re-sit an examination at the next ordinary examination. When a programme is discontinued, the re-sit examination will take place in a replacement programme.

The assessment is mainly based on more than one examination code. Where this is the case, you may re-sit only the assessed components of one of these examination codes. Where this is not the case, all of the assessed components of the course must be retaken. All re-sit examinations will incur an additional fee.

Additional information