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46 more cultures and countries get involved. As mentioned earlier, stereotypes created by mass media may be funny and entertaining, but are not necessarily accurate. Strategies and Tactics Open Employee Generation Campaign The campaign started with two missions: Create a consistent internal culture that celebrates the unique stories taking shape at Novartis Oncology locations around the world, uniting employees in the fight to help cancer patients live longer, better lives; drive business objectives by evolving the internal campaign into an external program to meet company hiring goals: to recruit hundreds of new employees worldwide through 2009 and into 2010 (Fleishman-Hillard, 2009). The three-month long campaign allowed employees to share their stories on commitment, enthusiasm, diversity and special aspects of working at the company with other Novartis Oncology colleagues. For the campaign, 125 Flip cameras were distributed among the Novartis Oncology offices around the world. To gain interest and provide incentives, three key messages were developed: Celebrate internal stories, while also targeting hiring goals. Acknowledge the critical contributions of employees to the success of the company. Enhance employees‟ commitment to growing with the company and referring top talent. Also, grand prizes of $1,000 were to be rewarded to top five videos. To communicate such messages, F-H employed an integrated effort involving
Object Description
Title | Intercultural internal communication: Engaging with multinational employees |
Author | Lim, Chan S. |
Author email | clim0927@gmail.com; chansoo_83@hotmail.com |
Degree | Master of Arts |
Document type | Thesis |
Degree program | Public Relations |
School | Annenberg School for Communication |
Date defended/completed | 2011-04-01 |
Date submitted | 2011 |
Restricted until | Unrestricted |
Date published | 2011-05-05 |
Advisor (committee chair) | Floto, Jennifer D. |
Advisor (committee member) |
Thorson, Kjerstin Pierson, Jillian |
Abstract | Internal communication has evolved over the years from simple one-way communication to multi-directional communication; sources have gone online and it is now easy for employees to talk to one another with help of social media. People are relying on each other to provide and receive information which has eliminated sole information broadcasting. Now, communicators have more platforms and tools to explore in communicating with employees and having them communicate among themselves. Additionally, internal communication becomes more complicated once an employer goes multinational, bringing in different cultural traits. Language and cultural barriers start to form providing obstacles in communicating with each other. So, the role of what the author deems “cultural translators” becomes important. To support this notion, the paper also reviews three multinational companies, NHN USA, PEAK Sports USA and Novartis Oncology. |
Keyword | intercultural communication; Internal communication; public relations |
Geographic subject (country) | USA |
Coverage date | 1995/2010 |
Language | English |
Part of collection | University of Southern California dissertations and theses |
Publisher (of the original version) | University of Southern California |
Place of publication (of the original version) | Los Angeles, California |
Publisher (of the digital version) | University of Southern California. Libraries |
Provenance | Electronically uploaded by the author |
Type | texts |
Legacy record ID | usctheses-m3876 |
Contributing entity | University of Southern California |
Rights | Lim, Chan S. |
Repository name | Libraries, University of Southern California |
Repository address | Los Angeles, California |
Repository email | cisadmin@lib.usc.edu |
Filename | etd-Lim-4478 |
Archival file | uscthesesreloadpub_Volume26/etd-Lim-4478.pdf |
Description
Title | Page 51 |
Contributing entity | University of Southern California |
Repository email | cisadmin@lib.usc.edu |
Full text | 46 more cultures and countries get involved. As mentioned earlier, stereotypes created by mass media may be funny and entertaining, but are not necessarily accurate. Strategies and Tactics Open Employee Generation Campaign The campaign started with two missions: Create a consistent internal culture that celebrates the unique stories taking shape at Novartis Oncology locations around the world, uniting employees in the fight to help cancer patients live longer, better lives; drive business objectives by evolving the internal campaign into an external program to meet company hiring goals: to recruit hundreds of new employees worldwide through 2009 and into 2010 (Fleishman-Hillard, 2009). The three-month long campaign allowed employees to share their stories on commitment, enthusiasm, diversity and special aspects of working at the company with other Novartis Oncology colleagues. For the campaign, 125 Flip cameras were distributed among the Novartis Oncology offices around the world. To gain interest and provide incentives, three key messages were developed: Celebrate internal stories, while also targeting hiring goals. Acknowledge the critical contributions of employees to the success of the company. Enhance employees‟ commitment to growing with the company and referring top talent. Also, grand prizes of $1,000 were to be rewarded to top five videos. To communicate such messages, F-H employed an integrated effort involving |