Internal Blogging and the Rules of Disclosure: An IR-Reconciliable Difference?

We are hearing and reading a lot these days about the new age of transparency, in which organizations must go beyond traditional, tightly controlled communication and engage in a "naked conversation" with their customers, communities, employees and other stakeholders.

Shewchuk, Ron. Communication World Bulletin (2006). Articles>Business Communication>Workplace>Blogging

Internal Branding: Communicating and Measuring the Impact

A recent Gallup poll showed that 69 percent of employees are disengaged at work. A survey of human resources managers by PricewaterhouseCoopers in the U.K. found that only 26 percent of employees demonstrated brand values in their day-to-day behavior. These figures suggest that internal branding efforts are perhaps not producing the desired effect. "Living the brand" initiatives cannot work when the majority of employees are not tuned in at work. Great brands are built by consistently delivering on the brand promise, which requires employee engagement with that brand.

Venkat, Ramesh. Communication World Bulletin (2006). Articles>Business Communication>Marketing>Workplace

Internal Marketing vs. Internal Branding: It's All About Connections

Employee engagement, getting employees to "live the brand," gaining employee buy-in—today's managers are trying to wrap their minds around these critical practices through internal marketing and internal branding. But not everyone understands these concepts. You even hear people use the terms interchangeably, even though there are a number of differences between these concepts.

Stershic, Sybil F. and Debra Semans. Communication World Bulletin (2006). Articles>Business Communication>Marketing>Workplace

International Corporations and Cross-Border Knowledge Transfer in the Semiconductor Industry

Are international corporations superior to markets and alliances in facilitating the flow of knowledge between countries? Despite widespread acknowledgement of the superior efficiency of the firm in international knowledge transfer, the theory remains underdeveloped, and empirical support is conspicuous by its absence. This paper has two primary goals. First, to use patent citation data to compare the relative performances of firms, alliances, and markets in the transfer of technological knowledge between countries. Second, to investigate the reasons for the superior capability of the international corporation in facilitating cross-border knowledge flows by examining the mechanisms through which international firms manage international technology transfer. Our findings confirm the superior performance of firms over both alliances and markets as conduits for the flow of knowledge between countries. A more detailed examination of the experiences of five large semiconductor firms suggests that this superiority is the result of its ability to utilize a wide range of knowledge transfer mechanisms flexibly and in combinations with one another, and to embed these transfer mechanisms within a social context that enhances their effectiveness.

Carnegie Bosch Institute (1998). Articles>Knowledge Management>Workplace

Is a Game Always Just a Game?  

Smith presents a hypothetical dilemma in which a technical writer discovers that a product she's documenting falls short of the extravagant claims published in her company's marketing materials.

Smith, Charlsye J. Intercom (2002). Articles>Workplace>Ethics

Is the Employee Publication Dead?

Over the past decade, hundreds of employee magazines and newsletters have gone by the wayside as corporate communicators rushed to embrace digital communication. Today, many large organizations do not publish any regular print vehicles for employees. But did they eliminate their publications for the right reasons? And has the rush away from print strengthened or weakened organizations' connection with employees?

Shewchuk, Ron. Communication World Bulletin (2005). Articles>Business Communication>Workplace>Newsletters

ISO 9000:2000; What Does It Mean to Technical Communicators?  

The International Organization for Standardization (ISO) has been working on the revision of the ISO 9000 series of Quality Management Standards over the past few years, and a draft document is currently being reviewed by interested parties around the world.

Robinson, Ralph E. STC Proceedings (2000). Presentations>Workplace>Statistics>ISO 9000

It's Not What You Know, It's Who You Know: Work in the Information Age  

We discuss our ethnographic research on personal social networks in the workplace, arguing that traditional institutional resources are being replaced by resources that workers mine from their own networks. Social networks are key sources of labor and information in a rapidly transforming economy characterized by less institutional stability and fewer reliable corporate resources. The personal social network is fast becoming the only sensible alternative to the traditional 'org chart' for many everyday transactions in today's economy.

Nardi, Bonnie A., Steve Whittaker and Heinrich Schwarz. First Monday (2000). Articles>Workplace>Collaboration

Key Content: Developing a Personal Tagline

It is a helpful exercise to develop a tagline for yourself, in the same way that professionals in a previous generation were encouraged to develop a mission statement. With shortening attention spans, today's professional needs only a few-word tagline to fit in the sound bite of management's smaller time slots.

Albing, Bill. Carolina Communique (2007). Careers>Portfolios>Workplace>Collaboration

Knowledge Management in the Workplace: the Librarian as Knowledge Broker

The role of knowledge brokers as the gatekeepers of information is vital for successful knowledge management. In this context, the role of librarians who act as knowledge brokers in creating a market for both buyers and sellers often goes unnoticed. Librarians with their access to information and people, bridge the gap between knowledge seekers and knowledge.

Thaneerkulam, Chitra. STC NJIT Student Chapter (2005). Articles>Knowledge Management>User Centered Design>Workplace

Knowledge Management--Issues and Challenges in the Corporate World

The first of those challenges is merely getting individuals within the company to communicate with each other, wherever they are located. Many organizations have trouble getting people to share information who aren't on the same floor, so adding remote workers or those in other geographical locations can prove difficult. Corporations are realizing how important it is to 'know what they know' and to be able to make maximum use of the knowledge. This knowledge resides in many different places, such as, databases, knowledge bases, filing cabinets, and people's heads, and it is impossible to keep track of and make use of this distributed knowledge. Knowledge Management (KM) needs careful planning and analysis. While technology can support KM, it is not the be all and end all of KM. Knowledge Management decisions should be based on who (people), what (knowledge), and why (business objectives). Critical success factors for KM can be broadly categorized into four classes: people, processes, technology, and sustained strategic commitment. The four pillars of the model are also used to explain the critical success factors in Knowledge Management.

Kumar, Pankaj and Jaya Kalra. International Journal for Technical Communication (2007). Articles>Information Design>Knowledge Management>Workplace

Learning at Work: The Role of Technical Communication in Organizational Learning    

Concludes that technical support is an important audience for customer documentation and a source of knowledge. Proposes that technical communicators produce documentation that meets the needs of technical support and taps into that knowledge.

Wahl, Scott. Technical Communication Online (2003). Articles>Collaboration>Workplace

Learning to Do Knowledge Work in Systems of Distributed Cognition    

Within work sites that engage in knowledge work, newcomers have particular difficulty acquiring knowledge because knowledge keeps changing. Newcomers have to assimilate currently accepted knowledge while remaining open to learning and even generating new knowledge. Such acquisition and generation of communal knowledge are examples of distributed cognition. In workplaces engaging in knowledge work (where knowledge is the primary product), distributed cognition aims at a less stable goal than the one that Hutchins describes for ship navigation. A study of six summer interns in an engineering development center shows that, for them and their more experienced colleagues, learning did not precede activity but rather was the means by which they remained attuned to activity and able to function. Cognition was distributed not only among people but also among people and their tools. Communication tools were particularly important because communication was the means by which the system functioned as a unified whole.

Winsor, Dorothy A. Journal of Business and Technical Communication (2001). Articles>Workplace>Knowledge Management

Lessons of Survivor Literature in Communicating Decisions to Downsize    

Many companies have entered a new era of human resources management–one based on transaction cost economics and one in which downsizing has become a permanent part of the corporate landscape. But their insistence on communicating decisions to downsize solely in economic terms is creating serious problems among employees who survive the layoffs. Disloyalty, disaffection, increased absenteeism, and even acts of sabotage are growing among workers who view downsizing as a social, not economic, issue. This article discusses the new era of human resources management and reviews survivor literature in an effort to provide guidance to companies about how to communicate downsizing, specifically, and how to communicate with the postdownsized workforce, generally.

Guiniven, John E. Journal of Business and Technical Communication (2001). Careers>Unemployment>Workplace

The Link Between Leadership Style, Communicator Competence, and Employee Satisfaction    

The current study examined the influence of supervisor communicator competence and leadership style on employee job and communication satisfaction. Participants were 220 individuals (116 men and 104 women) working full-time for a variety of companies in the Midwest. The findings indicated a strong relationship between supervisors' communicator competence and their task and relational leadership styles, with supervisor communicator competence being a stronger predictor of employee job and communication satisfaction. More specifically, the findings indicated that supervisor communicator competence accounted for 68% of the variance in subordinate communication satisfaction and nearly 18% of the variance in subordinate job satisfaction. More important, these findings provide an association between communication, leadership, and employee job and communication satisfaction.

Madlock, Paul E. JBC (2008). Articles>Management>Business Communication>Workplace

Listen, Observe, Speak

When you are a speaker, you communicate. When you are the audience, you communicate. As a member of the development team, the technical writer has to deal with hundreds of intelligent egos. There are the programmers who think only about solutions and technology (not about people and their emotions). A technical writer would definitely feel hurt, when developers talk down to him. Managers on the other hand are likely to have oodles of people skills and may not have technical skills. Therefore, they may talk nicely to you. Nevertheless, a technical writer may feel that managers do not appreciate his technical skills.

Kamath, Gurudutt R. IT People (2002). Careers>Writing>Technical Writing>Workplace

Living in Cubeville

Someone told me recently that business owners favor cubicles because they are less expensive to build than walls; they are easy to break down and rearrange; and they depreciate in seven years, as opposed to walls, which depreciate in thirty years. In short, our 'cubes' are cost efficient, and they're probably here to stay. How, then, are we to deal with the obstacles that they present? We don't have enough space to spread out our documents. We go crazy trying to tune out the conversation taking place in the cubicle next door. Few cubicles have doors, and people tend to view our open entranceways as open invitations to stop by and chat. Last, but not least, cubicles sometimes feel like hamster cages, causing us to feel more like 'a number' than a human being. There is no way to make it nice; but there are ways to make it better. Here are some ways to cope.

Shuman, Ceil. Carolina Communique (1998). Careers>Workplace

Living Through Layoffs: Post-Traumatic Stress Disorder Meets The Corporate World  

Corporate 'downsizing' is effecting a large worker population: and not just those workers being laid off. The pervasiveness and breadth of layoffs at this time is changing workers’ trust in the future and ability to plan for tomorrow. The loyalty to firm is changing also. As one woman said 'the company used to be my family. This was my community, my network, like my parents’ hometown was to them. Its been bombed.' Trust in the future as it was known is shattered. Belief in the 'do a good job and you’ll be rewarded' is low. The effect of the economy on the workplace is grieving and distrust, and shattered selves.

Patton, Jill. STC Proceedings (1994). Presentations>TC>Workplace

Living with Terror: Empowering Ourselves in a Time of Stress

Advice about managing stress in the workplace.

Ziff, Joel D. Usability Professionals Association (2002). Careers>Workplace>Usability

Location, Location, Location—Not!

One of the traditional signs of corporate success has been the corner office. Yet today some of the most successful communication executives don't have an office at all. They work from home, the airport, a visitor’s cubicle at headquarters, the back of a cab, a corner Starbucks or a beachfront cottage. If you’re setting up a corporate communication department today, it’s time to think outside the box—or the cubicle—when it comes to locating yourself and your coworkers.

Whitworth, Brad. Communication World Bulletin (2008). Careers>Workplace>Collaboration

The Love Song of J. Alfred Techrock  

Manley's loving parody of T. S. Eliot's 'The Love Song of J. Alfred Prufrock' touches on the realities of technical communicators on the job.

Manley, Frank. Intercom (2000). Humor>Workplace>TC

Make Your Internal Communications Memorable with Strategic Storytelling

Jean-Paul Sartre said, “We understand everything in human life through stories.” I believe that is true. We comprehend better when a message is related in story form, and we also feel a stronger rapport with the person telling the story. Why not use these memorable stories in your internal communications? When you cram too much information into a communication, training session or presentation, you’re doing a data dump on your listener. Nothing sticks. Yet, if you’ve ever had a supervisor tell a story to illustrate a point, you learned the lesson and probably enjoyed the learning process, too.

Stevenson, Doug. Communication World Bulletin (2004). Articles>Business Communication>Workplace>Rhetoric

Managing Conflict

Conflict is characteristic in any situation that brings diverse groups together to manage tasks and obstacles. Nowhere is that more apparent than in business environments based on hierarchical structures where teams are inherited and divergent objectives create barriers to effective teamwork. Conflict resolution is among the many tasks delegated to managers, yet it is often the most difficult to master.

Harris, Kerri. Writing Assistance (2007). Articles>Management>Collaboration>Workplace

Managing Your Publications Group as a Business  

All too often, publications and documentation groups operate without considering themselves as a business group and continue to view their role as simply a support function. This can result in an adherence to outdated processes that are inefficient and in place because “that’s the way it’s always been done.” This paper explains why it is essential for publications and documentation groups to establish business objectives that will ensure the efficiency, cost-effectiveness, and productivity of their processes.

Currie, Cynthia C. and Thomas J. Vallone. STC Proceedings (1995). Careers>Management>Workplace