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Corporate Communication: Tactical Guidelines for Strategic Practice is an eight-chapter book written by Michael B. Goodman, Professor and Director of the MA in Corporate Communication at Baruch College, The City University of New York, and Peter B. Hirsch, director of Reputation Risk at Ogilvy Public Relations Worldwide. The title was published by Business Expert Press in January of 2012. Written for both students and business leaders, the text explores the challenges and opportunities in corporate communication posed by a rapidly changing global economy and a revolution in communication channels fueled by the internet. The book focuses on the process of communication in a corporate context, and then explores, analyzes, integrates, and applies the theory, practice, and functions of corporate communication. Chapter 6 discusses the external communication tools and techniques used in the corporate sphere. Nine major communication practices are covered: crisis communication, corporate citizenship and sustainability, media relations, social media and corporate blogging, reputation management, thought leadership, investor relations, transparency and disclosure, and transaction communication.

Corporate Communication: Tactical Guidelines for Strategic Practice is an eight-chapter book written by Michael B. Goodman, Professor and Director of the MA in Corporate Communication at Baruch College, The City University of New York, and Peter B. Hirsch, director of Reputation Risk at Ogilvy Public Relations Worldwide. The title was published by Business Expert Press in January of 2012. Written for both students and business leaders, the text explores the challenges and opportunities in corporate communication posed by a rapidly changing global economy and a revolution in communication channels fueled by the internet. The book focuses on the process of communication in a corporate context, and then explores, analyzes, integrates, and applies the theory, practice, and functions of corporate communication. In Chapter 7 the authors discuss the measures commonly used to determine successful performance of corporate communication functions. Corporate reputation, its influence, and methods used to cultivate and measure it are also explored.

Corporate Communication: Tactical Guidelines for Strategic Practice is an eight-chapter book written by Michael B. Goodman, Professor and Director of the MA in Corporate Communication at Baruch College, The City University of New York, and Peter B. Hirsch, director of Reputation Risk at Ogilvy Public Relations Worldwide. The title was published by Business Expert Press in January of 2012. Written for both students and business leaders, the text explores the challenges and opportunities in corporate communication posed by a rapidly changing global economy and a revolution in communication channels fueled by the internet. The book focuses on the process of communication in a corporate context, and then explores, analyzes, integrates, and applies the theory, practice, and functions of corporate communication. Chapter 8 provides readings and links to internet resources for continued professional development in the area of business communication.

Communication Strategies for Today's Managerial Leader is five-chapter book written by Deborah B. Roebuck, Professor of Management at Kennesaw State University, and published in January 2012 by Business Expert Press. Written for both professionals and students of management, the book analyzes basic issues in business communication and presents concrete suggestions for best practice for a variety of communication needs. A major goal is to guide readers in enhancing and strategically applying both written and oral communication skills. In Chapter 1, the author defines the different roles that communication plays in leadership and introduces the principles of managerial leadership communication. Topics include: interpersonal, written, and oral communication skills, the basics of the communication process, the influences of novel technologies, miscommunication and its mitigation, and communication ethics. The chapter includes a four-page case study on using social media to stir a widespread audience.

Communication Strategies for Today's Managerial Leader is five-chapter book written by Deborah B. Roebuck, Professor of Management at Kennesaw State University, and published in January 2012 by Business Expert Press. Written for both professionals and students of management, the book analyzes basic issues in business communication and presents concrete suggestions for best practice for a variety of communication needs. A major goal is to guide readers in enhancing and strategically applying both written and oral communication skills. In the second chapter the author examines the importance of interpersonal communication skills for today's managerial leaders. The influence of feedback and a methodology for constructive feedback are presented. The basics of nonverbal communication and strategies for effective nonverbal communication are explored. The author examines emotional intelligence (EQ) -- a set of skills learned throughout life that enables us to sense, understand, and use the power of emotions - and explains strategies to raise EQ skills. Next, she discusses conflict and conflict-resolution strategies and last, techniques for assuming the roles of mentor, coach, and counselor. The chapter includes a one-page case study: Can a CEO's Terrible People Skills Affect Company Success?

Communication Strategies for Today's Managerial Leader is five-chapter book written by Deborah B. Roebuck, Professor of Management at Kennesaw State University, and published in January 2012 by Business Expert Press. Written for both professionals and students of management, the book analyzes basic issues in business communication and presents concrete suggestions for best practice for a variety of communication needs. A major goal is to guide readers in enhancing and strategically applying both written and oral communication skills. In Chapter 3 the author examines how daily communication affects organizational relationships. Topics include: building trust, conducting interviews and one-on-one meetings, leading teams, and the duties involved in facilitating meetings. Two mini-cases are included at the chapter's end.

Communication Strategies for Today's Managerial Leader is five-chapter book written by Deborah B. Roebuck, Professor of Management at Kennesaw State University, and published in January 2012 by Business Expert Press. Written for both professionals and students of management, the book analyzes basic issues in business communication and presents concrete suggestions for best practice for a variety of communication needs. A major goal is to guide readers in enhancing and strategically applying both written and oral communication skills. In Chapter 4 the author stresses the importance of written communication in managerial leadership. A process for effective written communication is outlined. The multiple mediums of written communication, including recent technological influences, are explored. The chapter includes a 28-page case for thinking and discussion titled: The New Rules in a Digital Age.

Communication Strategies for Today's Managerial Leader is five-chapter book written by Deborah B. Roebuck, Professor of Management at Kennesaw State University, and published in January 2012 by Business Expert Press. Written for both professionals and students of management, the book analyzes basic issues in business communication and presents concrete suggestions for best practice for a variety of communication needs. A major goal is to guide readers in enhancing and strategically applying both written and oral communication skills. In the fifth and final chapter the author presents a series of methodologies and techniques developed to hone oral communication skills. A three-step framework of preparing, practicing, and presenting is used to improve speech organization and effectiveness. Strategies for team presentations and the influences of technology are also discussed. A thirteen-page case study is included: The Presentation Secrets of Steve Jobs.

Some 70% of family-owned businesses fail or are sold before the second generation gets a chance to take over. It doesn't have to be that way. Here are three pitfalls family businesses commonly face, along with emerging best practices to help businesses avoid them.

For decades economists have wondered whether inequality is good or bad for long-term growth. A detailed examination of economic data from 48 U.S. states suggests that a certain level of inequality promotes growth. Still, reducing inequality has clear benefits over time, and growth policies that ignore inequality may ultimately be self-defeating.

A new study finds no correlation between how a company's stock fares upon the announcement of a new CEO and the share price over that CEO's tenure. In fact, under certain circumstances, CEOs whose appointments cause their company's stock to drop tend to achieve better results over time than CEOs whose appointments cause the stock to rise. Directors looking to choose a new CEO should think about other criteria, such as the company's recent performance and whether candidates are insiders or outsiders.

A new study uncovers a correlation between people's spatial skills and their social intelligence. Can strengthening your ability in one area improve your aptitude in the other?

The clinical experience gained by fledgling doctors is an ideal example of how professional schools address the "knowing-doing gap." Harvard Business School is sending its entire first-year class abroad to developing markets to gain a similar kind of real-world experience.

Interviews with executives at top banks and research at 50 companies reveals that the best teams are candid with one another. Three ways to improve teamwork through candor and criticism are: (1) break meetings into smaller groups, (2) choose one person to deliver criticism and break silences, and (3) teach people to be less defensive about honest feedback.

Photographs that record the early days of Groupon, Foursquare, LinkedIn, Twitter, and eBay, much as the iconic 1978 Microsoft photograph does for that company.

For business leaders, the 'new normal' is -- to borrow a phrase from the U.S. military -- a 'VUCA' environment: it is volatile, uncertain, complex and ambiguous. The author shows how organizations can leverage the benefits of complexity and interconnectedness to their advantage by presenting examples from Procter & Gamble that he believes "illustrate the future of strategy." Going forward, strategic choices will extend far beyond an organization's own walls, he argues, and increasingly, the frontier of business will be populated by organizations that embrace this notion. The firms with the greatest capacity to win will be those whose relationships and strategic choices extend out to networked stakeholders, business partners, suppliers - and even to competitors, in the right circumstances.

Globalization and instant communication have changed the rules of the game for business. Today's organizations are being held to stringent and fluctuating sets of standards by unrelenting 'webs' of stakeholders who are quick to pass judgment on their behavior. In what is becoming an ultra-transparent world, every step and misstep is subject to scrutiny and every company with a brand or reputation to protect is vulnerable. The author argues that for most businesses, it increasingly makes sense to opt for openness. He describes three key elements of openness that modern organizations should embrace: transparency, opening up the business model and placing intellectual property in an open commons. In doing so, he says, a firm will embrace the three dimensions effective organizations for the 21st century.

In this interview, best-selling author and social media expert Charlene Li talks about the new openness and the implications for leaders everywhere. According to Li, these include embracing four objectives of openness: learn, dialog, support and innovate. She describes each in detail and shows that just as there is a continuum of openness for organizations, there is also a continuum of openness for leaders. She describes four 'openness archetypes' and the particular challenges faced by each, as well as the need for every organization to clearly define its 'sandbox'. In the end, she shows that leaders never really had total control over their customers and employees; what they have to give up now is the need for control.

The authors argue that in our highly-connected environment, it's all-too-easy to forget how important 'inner work life' is to an organization's progress: when one goes downhill, so does the other. They define inner work life as consisting of each employee's emotions, perceptions and motivations -- and show that leaders can't help but influence their subordinates' inner work lives on a daily basis. The only question, they say, is what direction that influence will take. They describe three key 'influencers' of inner work life and show how managers can use them to foster productivity and well-being. The article is an adapted excerpt from the authors' book, The Progress Principle: Creativity, Productivity, and the Psychology of Everyday Work Life (Harvard Business Review Press, 2011).

The emergence of 'Web 2.0' tools such as blogs, Facebook and Twitter has significantly lessened the amount of control that organizations have over their messaging. Web 2.0 presents marketers with a dilemma: on the one hand, being talked about, shared and parodied on the Internet brings attention to a brand; on the other, it may not be the kind of attention the brand wants. The author provides three recommendations for organizations: lose the illusion of control; constantly monitor Web 2.0; and actively engage with your customers. He shows that in the end, while it might seem like a brand new playing field has emerged, in many ways, Web 2.0 returns us to two of the very foundations of Marketing: understand your customers deeply and develop active, engaged relationships with them.