Kevin Ruck, Martin Flegg

Exploring Internal Communication

Towards Dialogue in the Workplace

• Broschiertes Buch

Produktbeschreibung

Long established as the go-to book for internal communication practitioners, this fifth edition of Exploring Internal Communication has been completely updated to reflect changes in the field, including developments in the expanding use of technology in internal communication practice, hybrid working and the greater emphasis on inclusive workplaces. The book takes readers from applied theory and principles through to practical steps, such as employee segmentation and content and channel management, culminating in effective planning and professional practice. It emphasises the strategic importance of internal communication for organisations and broadly 'what' it can be used for - making the point that not all organisations are the same or have the same attitudes towards, and expectations of, internal communication. With updated and new chapters, the book looks at the evolving organisation and employee relationship in the light of developments in environmental, social and corporate governance (ESG), ethical internal communication, leadership listening and the expanding role of artificial intelligence (AI) and digital communication. Enriched with models and authors' tips, this book is an indispensable tool for internal communication practitioners, HR managers and organisational leaders who are interested in developing a more strategic approach to practice. It is also a valuable text for practitioners studying for a professional communication qualification.

Produktdetails

• Verlag: Taylor & Francis Ltd
• 5. Auflage
• Seitenzahl: 206
• Erscheinungstermin: 17. März 2026
• Englisch
• Abmessung: 246mm x 174mm
• ISBN-13: 9781041069997
• ISBN-10: 1041069995
• Artikelnr.: 75572119

Autorenporträt

Kevin Ruck is an internal communication researcher and educator. He is the co-founder of PR Academy and leads the Internal Communication Research Hub's European affiliate group. Martin Flegg is a chartered public relations practitioner specialising in internal and change communication. He has worked as a senior internal communicator and as a consultant for 25 years in public and private sector organisations.

Inhaltsangabe

PART I: PRINCIPLES, FRAMEWORKS AND MODELS 1. Culture, Purpose, Values and
Strategy 2. The Employee-Organisation Relationship 3. Engagement, Alignment
and Performance 4. Leadership Communication 5. Effective and Ethical
Practice 6. Change and Internal Crisis Communication PART II:
EVIDENCE-BASED PLANNING 7. Planning, Measurement and Evaluation 8.
Artificial Intelligence, Data Analysis and Insight Generation 9. Employee
Segmentation and Prioritisation PART III: PUTTING PLANS INTO PRACTICE 10.
Making Content Work 11. Employee Voice, Listening and Responding 12.
Channel Management 13. Implementing the Plan PART IV: THE INTERNAL
COMMUNICATION ROLE - PAST, PRESENT AND FUTURE 14. The Internal
Communication Role and Professionalisation

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List of figures, List of tables, Notes on contributors, Preface by Kevin Ruck, PART I INTERNAL COMMUNICATION LEADERSHIP, 1. Internal communication and the associations with organisational purpose, culture and strategy, Kevin Ruck, Introduction, Responsible communication leadership, Organisational purpose and values, Internal communication and organisational culture, Internal communication and corporate strategy, Summary, 2. Theoretical and practical positioning of internal communication, Kevin Ruck, Introduction, Defining internal communication, Internal communication and the excellence theory of public relations, Internal communication and a rhetorical approach to public relations, Internal communication and a critical theory approach to public relations, Critical theory and power, Internal communication and relationship theory, Internal communication and employee voice, Internal communication and employee involvement and participation, Internal communication and distortion, democracy and cooperation, Summary of the academic literature, Practical positioning of internal communication, Summary, PART II GOOD PRACTICE, 3. The evolution of practice and the changing role of the practitioner, Heather Yaxley, Kevin Ruck and Ann Pilkington, The roots of modern-day internal communication - the employee publication, Propaganda or freedom: The editorial dilemma, New technologies and new thinking challenge the dominance of the house organ, Emergence of internal social media and employee engagement, Reflections on the evolution of practice, Contemporary internal communication practice, The internal communication function, Internal communication as a profession, Professional development of the internal communication practitioner, Effective business partnering, Summary, 4. Dimensions of internal communication and implications for employee engagement, Mary Welch, Introduction, Definitions, Evolution of employee engagement, Components of engagement, Further research, 5. Keeping employees informed and employee voice: Adopting an employee centric perspective Kevin Ruck, Introduction, Keeping employees informed: Topics of interest, Keeping employees informed: Quality of information, Defining employee voice, Receptiveness to employee voice, Employee voice mechanisms, Keeping employees informed and organisational engagement, Employee voice and organisational engagement, Summary, 6. The AVID framework for good and ethical practice, Kevin Ruck, Introduction, The research that informs the AVID framework, Information interests, Senior manager communication, Line manager communication, Employee voice, Dialogue, The AVID framework for good practice, Ethical practice, Summary, PART III STRATEGIC PLANNING PROCESSES, 7. The RADAR planning model, Kevin Ruck, Introduction, Importance of planning, The RADAR model for planning, Creative problem solving, Problem exploration - why technique, Problem exploration - other people's definitions, Scenario planning, Setting objectives and targeting employee groups, Targeting employee groups, Strategic thinking, Tactics, Timescales and resources, Summary, 8. Project management, Ann Pilkington, Introducing projects, Defining scope and quality, The business case, Project roles: The project sponsor, Project roles: The project manager, Project roles: The project management office (PMO), Getting the requirements right, What does success look like? Estimating, Planning a project and the critical path, Change control, Risks and issues, How to understand a project, Reporting, Project methodologies, Summary, 9. Change communication, Paul Harrison, Why does change communication matter? What is this thing called change? Where can change communication go wrong? What can change management theory tell us? What makes behavioural change happen? What causes resistance to change and how should it be addressed? What content do staff want in change communication? How can managers lead the organisation through change? Getting change communication right, Summary, 10. Measurement, analysis and evaluation: The ICQ10, Kevin Ruck, Introduction, The continuous measurement cycle, Why is measurement important? A short history of approaches to measurement, The AMEC Integrated Evaluation Framework, The CIPR Inside Measurement Matrix, Using questionnaires, The ICQ10, Data analysis, Qualitative research, Interviews, Focus groups, Analysing interviews and focus groups, Summary, PART IV CONTENT AND CHANNEL MANAGEMENT, 11. Medium theory: Channels and content, Kevin Ruck, Introduction, Medium theory, Information richness, Channel preferences, Channel attributes, Channel usage and perceived effectiveness, Mapping content to channels, Champions for Health campaign: Correlating channels to outcomes, Summary, 12. Applying models from communication theory and psychology to practice, Kevin Ruck, Introduction, The 'communication' in internal communication, Attitudes and behaviour, Interpersonal communication, Framing and nudge theory, Summary, 13. Storytelling is serious business, Laoise O'Murchu, Introduction, Why should internal communication practitioners and senior managers pay attention to storytelling? Why doesn't the facts and figures approach to communication work? Why don't we use stories? How to tell stories, Can stories be used in business? Why does hearing a story make us less critical and less judgemental? Summary, 14. Getting the language and tone right, Ellen Hake, Introduction, Why language and tone matter, The six keys to effective communication, PART V THE DIGITAL WORKPLACE, 15. Communication on internal digital platforms, Peter Cardon, The evolution of internal digital platforms, The ideal culture on internal digital platforms, Ideal communications of managers on internal digital platforms, The ideals of two-way communication, transparency, and employee voice on internal digital platforms, Communicators as gatekeepers on internal digital platforms, Facilitating employee voice on internal digital platforms, Summary, 16. From message gatekeeper to true business enabler: Internal communication and a social way of working, Rita Zonius, Internal communication is being disrupted, just as the businesses we work for are too, Reinventing the role of internal communication for a social world, The big opportunity for social technology - enabling business progress in a knowledge economy, The typical business need for enterprise social technology, Democratising organisations and the flow of information, Introducing enterprise social? First focus on people and purpose, Preparing your people leads to better business outcomes, Watch for bumps in the road - identify and mitigate risks, Activating a social way of working - ideas to get you started, Leaders need to be social too, Advice for your leaders, A social way of working - use cases for communicators and the business, Meet the community manager - the ultimate enterprise social networker, Step up and encourage value exchange in enterprise social networks, 17. Automation and Artificial Intelligence: The reinvention of practice, Rachel Royall and Kevin Ruck, Preamble, Definitions, The potential impact of automation and AI on the future of work, How automation and AI might impact public relations and internal communication practice, The impact of automation and AI on internal communication competencies, New applications, new transdisciplinary role? Trust and ethics, Summary, Index