Strategic and International Communication WH-KON-StratInterCom
The course offers an overview of the relevance of strategic and international communication to organizations and societies. In each session, through the use of different teaching methodologies and dynamics, students will identify the specificities of the contemporary world, study the concepts of strategy, decision-making, strategic communication, internal communication, international communication and understand the importance of being aware of these processes in our daily lives.
This will allow Students to reach two central objetives: (i) being able to analyse and understand, concepts of of strategic and international communication especially concepts of strategy, decision-making, strategic communication, internal communication, international communication and (ii) being able to apply it later into use in their professional life.
SYLLABUS
Introduction: Strategic and International Communication(3h)
(Session 1)
• Meet and Greet
• Icebreak exercise
• Course contents and objectives
• Expectations of students
1. The Contemporary World of Organisations (3h)
(Session 2)
1.1. Where are we?
1.2. How do we live here?
1.3. What is the future?
1.4. What is communication?
1.5. Practical exercises in the classroom
Bibliography:
• Lasserre, P. (2012). Global Strategic Management. 3rd Edition. China: Palgrave Macmillan
• Pearce, J and Robinson, R. (1997). Strategic Management – Formulation, Implementation, and Control. 6th Edition. EUA: Mc Graw Hill
• Wheelen, T. et al (2015). Concepts in Strategic Management and Business Policy. 14th Edition. London: Pearson
2. The concept of strategy(3h)
(Session 3)
2.1. Origins and evolution of the concept
2.2. Theories and perspectives
2.3. From strategic thinking to strategic planning
2.4. Strategic formulation process
2.5. Strategic formulation as a decision-making process
2.6. Practical exercises in the classroom
Bibliography:
• Mintzberg, H. and Quinn, J. (1998) The Strategy Process. Revised European Edition. UK: Prentice Hall.
• Moss, D. and Warnaby, G. (1997a) “A Strategic Perspective for Public Relations”. In Kitchen, P. Public Relations: Principles and Practice. London: International Thomson Business Press. Thomson Learning, pp. 43-73
• Moss, D. andWarnaby, G. (1997b) “The Role of Public Relations in Organizations.” In Kitchen, P. Public Relations: Principles and Practice. London: International Thomson Business Press. Thomson Learning, pp. 6-21
• Stahl, M. and Grigsby, D. (1992) Strategic Management for Decision Making. 1ª Edition. EUA: PWS – Kent Publishing Company.
3. The decision-making process(6h)
(Session 4 and 5)
3.1. The importance of the decision-making process
3.2. Decision-making as a multidisciplinary study object
3.3. Approaches to decision-making
3.4. New perspectives to understand the decision-making process
3.5. How we manage the decision making process
3.6. The power of habit
3.7. Practical exercises in the classroom
Bibliography:
• Carroll, J. and Johnson, E.Decision Research: A Field Guide. 1stEdition. EUA: Sage Publications. 1990
• Hammond, J. et al. (1999) Smart Choices – A Practical Guide to Making Better Decisions. 1stEdition. Boston: Harvard Business School Press.
• Harrison, E. (1987) The Managerial Decision-Making Process. 3rd Edition. EUA: Houghton Mifflin Company.
• Kahneman, D. (2011) Thinking, fast and slow. 1st Edition. NY: Farrar, Straus and Giroux.
• March, J. (1994) A primer in decision making – how decisions happen. 1set Edition. EUA: The Free Press.
• Duhigg, C. (2014) The power of habit: why we do what we do in life and business. NY: Random HouseTrade
4. International Communication(12h)
(Session 6, 7, 8 and 9)
4.1. Globalization: definition and impact on organizational dynamics
4.2. Multicultural organizations
4.2.1. Concept of organization
4.2.2. Communication inside an organization
4.2.3. Diversity
4.3. The importance of internal communication in organisations and groups
4.3.1. The role of internal communication
4.3.2. Objectives and importance
4.3.3. Organizational Culture
4.3.4. Employer Branding and Employee Engagement
4.3.5. Change Management
4.3.6. Leadership
4.3.7. How to communicate to employees
4.4. Practical exercises in the classroom
Bibliography:
• Barton, P. (2016). Maximizing Internal Communication – Strategies to turn heads, win hearts, engage employees and get results. 1ªEd. Aviva Publishers. NY
• FitzPatrick, L. and Valskov, K. (2014). Internal Communication: A Manual for practioners. 1ªed. Kogan Page
• Ruck, K. (2015). Ed. Exploring Internal Communication – Towards Informed Employee Voice. 3ªEd. Gower
• Smith, L. (2008). Effective Internal Communication. 2ªEd. CIRP. UK
Conclusion: Strategic and International Communication(3h)
(Session 10)
• Practical exercises in the classroom
• Final considerations
• Student evaluation
Poziom przedmiotu
Symbol/Symbole kierunkowe efektów uczenia się
Efekty kształcenia
DRL_W03 (PhD student owns established knowledge In the field of Humanities)
DRL_U01 (PhD student can use information critically and independently, can perform analysis of various range of data, resources and literature)
Kryteria oceniania
Assessment Methodology:
Each subject will be firstly provided as a lecture on the particular Issue, then further discussed in accordance with further readings allocated for presentations and obligatorily readings.
All required readings are available in The Library of Humanities room 303 at Devaitis Campus New Building in the Folder called: Strategic and International Communication. Folder will be provided to use in place at student request by the library staff. grade based on two factorial assessment :
1.Attendance ( up to one absence allowed)
2. Activity (constant assessment based on student activities during the spam of the course and academic knowledge of required readings.)
Praktyki zawodowe
n/a
Literatura
Barton, P. (2016). Maximizing Internal Communication – Strategies to turn heads, win hearts, engage employees and get results. 1ªEd. Aviva Publishers. NY
· Carroll, J. andJohnson, E.Decision Research: A Field Guide. 1stEdition. EUA: Sage Publications.1990
· Duhigg, C. (2014) The power of habit: why we do what we do in life and business. NY: Random HouseTrade
· FitzPatrick, L. and Valskov, K. (2014). Internal Communication: A Manual for practioners. 1ªed. Kogan Page
· Hammond, J. et al. (1999) Smart Choices – A Practical Guide to Making Better Decisions. 1stEdition. Boston: Harvard Business School Press.
· Harrison, E.(1987) The Managerial Decision-Making Process. 3rdEdition. EUA: Houghton Mifflin Company.
· Kahneman, D.(2011) Thinking, fast and slow. 1stEdition. NY: Farrar, Straus and Giroux.
· Lasserre, P. (2012). Global Strategic Management. 3rdEdition. China: Palgrave Macmillan
· March, J. (1994) A primer in decision making – how decisions happen. 1set Edition. EUA: The Free Press.
· Mintzberg, H. andQuinn, J.(1998) The Strategy Process. Revised European Edition. UK: Prentice Hall.
· Moss, D.and Warnaby, G. (1997a) “A Strategic Perspective for Public Relations”. In Kitchen, P. Public Relations: Principles and Practice. London: International Thomson Business Press. Thomson Learning, pp. 43-73
· Moss, D. andWarnaby, G. (1997b) “The Role of Public Relations in Organizations.” In Kitchen, P. Public Relations: Principles and Practice. London: International Thomson Business Press. Thomson Learning, pp. 6-21
· Pearce, J and Robinson, R. (1997). Strategic Management – Formulation, Implementation, and Control. 6thEdition. EUA: Mc Graw Hill
· Ruck, K. (2015). Ed. Exploring Internal Communication – Towards Informed Employee Voice. 3ªEd. Gower
· Smith, L. (2008). Effective Internal Communication. 2ªEd. CIRP. UK
· Stahl, M. andGrigsby, D.(1992) Strategic Management for Decision Making. 1ª Edition. EUA: PWS – Kent Publishing Company.
· Wheelen, T. et al (2015). Concepts in Strategic Management and Business Policy. 14thEdition. London: Pearson
Więcej informacji
Dodatkowe informacje (np. o kalendarzu rejestracji, prowadzących zajęcia, lokalizacji i terminach zajęć) mogą być dostępne w serwisie USOSweb: