01960cam a2200277 a 45000010008000000030008000080050017000160080041000330100013000740200015000870350012001020400032001140500022001460820019001681000021001872450100002082600041003083000033003495040064003825200831004465200270012776500033015476500027015806500031016077000044016382834630BD-DhUL20170103100107.0960614s1996    enk      b    001 0 eng    a96160399  a0787901997  a2834630  aTOCbengcTOCdTOCdBD-DhUL00aHD30.3b.Q57 199600a658.452 bDAC1 aQuirke, Bill,d 10aCommunicating corporate change :bconnecting the workplace with the marketplace /cBill Quirke.  aSan Francisco :bJossey-Bass,c1996.  axv, 333 p. :bill. ;c23 cm.  aIncludes bibliographical references (p. 316-318) and index.  aGetting communication right is vital to making change happen inside organizations - yet poor internal communication is routinely sabotaging efforts for change. The great majority of employees do not know where their companies are going or what they are trying to achieve, but are convinced they themselves are already doing a good job. They get 70 per cent of their information on the grapevine, believe management has a hidden agenda, and feel saying what they really think would be a career limiting move. Communicating Corporate Change tackles these problems with a framework for identifying the right internal communication strategy. It focuses on linking the communication strategy directly to the business strategy, and gives insights into how to make a new strategy work or identify where a current strategy is failing.8 aNow updated and expanded to cover the impact of new technology, the role of the internal communicator, and the future of internal communication, it takes a practical look at the Catch 22s that dog communication, using real examples from a variety of key businesses. 0aCommunication in management. 0aOrganizational change. 2aOrganizational innovation.1 aQuirke, Bill,d tCommunicating change.