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The article focuses on Quadient, a company specializing in enhancing customer connections through digital and physical channels, highlighting its success in securing substantial contracts during the first quarter of the 2024 fiscal year, utilizing its Intelli platform.

The article focuses on Construction companies those have increased the use of technology during the pandemic to improve office-to-field communication which made it easier for less tech-savvy individuals to join these calls. It mentions major companies like McCarthy Holdings and PCL Construction use their own systems like Drones, augmented reality, BIM and badging systems and PCL has developed Job Site Insights sensor technology to detect adverse conditions and mitigate risks.

The article offers information on "Stop and Think Before You Act" Campaign by Sappi Forests (SF) as risk tolerance mitigation strategy. Topics discussed include focuses to improve safety and eliminate fatalities in SF and its contractor businesses; views on SF unfortunate history of fatalities in the workplace regarding safety and communication issues; and initiatives of SF to remove safety communication issues.

The article focuses on the several core competencies needed by communication professionals to achieve business results and value. Topics include the ability to make decisions and judgment related to business and finance considering the open book management approach, the importance of improving strategic adviser skills considering the preferences of external and internal clients, and the significant of the ability to manage change process on improving productivity and distribution damage.

The article offers information on the distinction between internal and external communication along with the division between internal and external partly lies in the nature of communication in the 21st century. Topics discussed include the views of Gerry Corbett, chairman at Redphlag, on employee communication; influence of social media to make a permeable membrane between internal and external communication; and the views of Frank Thomas, Adidas's director of content strategy, on marketers.

The article focuses on several aspects of change communication within business enterprises. It mentions that from a strategic planning perspective, it can be very difficult to apply the rigor of a results based approach to a change initiative. It also mentions change communication success happens at an executive or leadership level and it is not a functional one. It presents views of pre-eminent management guru Henry Mintzberg on traditional communication plans.

The article offers information on the StructShare, offers digital purchasing and material management software, Austin, Texas-based startup has built a cloud platform for specialty contractor supply chains, covering procurement as well as workflow management and communication.

The article discusses the importance of having a clear understanding among press operators and crew of what is expected of them, determining the skills of each individual employee that needs to follow standards and measures, and the essentials of clear communication when setting goals. It discusses the author's recommendation of establishing four levels for pressroom operation, outside of supervision/management. These include roll tender/reel room operator and press operators.

These days, your organization is facing more changes than ever before - and having less time to deal with the new reality. Yet the cascade of staffing, cultural, technological and operational changes can result in change fatigue. If you're going to make change management a competitive advantage, you're going to have to take care of your teams and yourself. It also doesn't hurt to hire the right people, reduce job descriptions and develop a communications plan. [ABSTRACT FROM AUTHOR]

The article reviews the Raken comprehensive construction management application (app) from Raken.

The article focuses on what people want to learn from experience firefighting professionals to be safe. Topics discussed include challenges faced by veterans to develop computer capabilities, organizational information management and interaction and collaboration of bosses and employees in fire departments to create long-term communication.

The article discusses safety issues in the aggregates industry as of May 2015. It cites the study made at aggregates firm OMG's Central West Division to determine the most effective communication processes to improve workplace safety. Among the communication processes that were assessed are hand signals, task training, and notes on bulletin board.

The article discusses how to create a better employee experience. Companies are advised to define the relationship between communication and experience. A simple framework is suggested for reconsidering the employee experience. The need to reinforce a sense of shared responsibility among employees is also explained.

The author discusses leadership and employee management strategies for fire department supervisors. Topics include vision statements, self-development, flexibility, and collaboration. The author recommends community involvement and focusing on customers. Superior-subordinate relations and management communication practices are emphasized.

The article focuses on the change in communication management program for the members of the organization International Association of Business Communicators (IABC). It highlights the need of communication changes in the program for marketing and communication professionals. It mentions that IABC is offering two online workshop series for self assessment for the members of the association.

The article discusses the five Ws relevant to communication in business in the U.S. It highlights the importance of communication to influence the overall performance of a team. The need for every team members to be aware of who is responsible for team communication, what information must be communicated, where it is best communicated, when it is most appropriately communicated and why this entire process must be considered is also emphasized.

The article discusses leadership in times of crisis, with particular focus given to the importance of appearances and visible actions. The long-term negative effects of poor image management during crises are examined, and the importance of appropriate body language, facial expressions, and dress along with an appropriate message is emphasized. Advice on visual self-presentation during speeches and interviews is offered, and examples of both effective and counterproductive crisis leadership are presented.

The article focuses on the Conversa campaign launched by Scotiabank Group Mexico in mid-2009 to engage employees and supervisors in a dialogue and feedback at every stage of the performance management review process. It says that the campaign's goal was to improve the communication among employees so that coaching would be a key part of achieving business and performance objectives. The ViewPoint survey which measured supervisor-employee communuication showed positive sentiment from the program.

The article presents the author's insights on business communication. The author states that poor corporate communication usually results to organizational dysfunction and incompetence. He says that challenges in communication must be recognized to improve business organizations. Furthermore, the author stresses the role of online management in promoting clarity and professionalism in corporate communication.

In this article the author, a firefighter, explains what he has learned about managing a fire department as of July 2011. He states that promotions are a mixed blessing, for though such provides new learning experiences and opportunities, it also comes with more responsibilities and work. His suggestions on successfully managing a higher status includes learning to rely on the skills of others, making use of their experience and specialties, and communicating with others effectively.

General Ward, who became the first commander of the new U.S. Africa Command on October 1, 2007, details the events swirling around the creation of the command and explains what it took to deal with the controversy: not forceful posturing, but listening, learning, and patience. [ABSTRACT FROM AUTHOR]

The article discusses the approaches and strategies for media organizations to manage challenges and opportunities in the print publication industry. It notes the realm where print publications are on struggle for survival upon tough times wherein public and media relation are challenged to achieve effective media relations. Moreover, the rise of social media makes media relations a more integrated marketing communication as online media allows more opportunities to interact with the audience.

An interview with chief executive officer (CEO) Brian J. Dunn is presented. When asked how he handled communication in 2008, he states that it was a terrible year for the people. He mentions that the people are looking for brands which can really cater their needs. He cites his engagement in social media and states that he is amazed on how people from different countries are able to access each other via electronic systems.

The article reports on the standards and tools which can help corporate communicators to communicate tenably on their sustainability efforts. It cites several sustainability communication principles including accountability, completeness and reliability. It also notes that these principles form the global standards which include the global reporting initiative (GRI) sustainability reporting guidelines, the accountability (AA) and the International Organization for Standardization (ISO). INSET: Creating shared success through social responsibility.

The article provides information on the steps on how to boost the creativity of the people working in business communication industry. It suggests to have frequent creative infusions such as reading creativity-related books and building a creative network. It also proposes to make a daily good and bad list in order to have a track that the good things did not outweigh the bad ones. Furthermore, the author suggests to release the contents of the mind and welcome all ideas, and embrace the best idea that will happen either by popping up or pulling out. INSET: Ideas help whip economic woes.

The article discusses the impact of accredited business communicator (ABC) towards the enhancement of the communicator's credibility. It pertains that IABCs accreditation process is a way to recognize those who manage the communication function with understanding on the professional ethics, measurement and strategic planning. Furthermore, IABCs accreditation was also considered as a professional development program. IABC Fellow Bobbie Resnick pertains that with the ABC, their degree of sophistication and liability to advise management has been indicated.

The article discusses the importance of publishing an employee annual report in strengthening the relationship between workers and the firm and help increase the latter's productivity and effectiveness. It states that the annual report could be used as a recruiting tool as well as a marketing piece. Also, it talks on understanding the elements of design including imagery, typography, and rhythm and its relevance for effective visual communication as well as its implications to employees annual reports.

The article offers ideas designed to improve fire department's procedures for communications and strategy and tactics. Communication is critical in the exercise of emergency command and control. The article details the development and objectives of the Firefighting Resources of Southern California Organized for Potential Emergencies.

The article discusses the potential of unified communications to change the business landscape. The International Engineering Consortium defines unified communications as an industry term used to describe all forms of call and multimedia/cross-media message-management functions controlled by an individual user for both business and social purposes. The author mentions that the real promise of unified communications is how it is embedded in relevant business processes.

The article discusses the responses of several U.S. fire chief officers to a question about their use of a tactical channel (TC). One shares that his fire company uses a tactical channel for structure fires and dispatches using a series of channels and protocol. Another discusses that his department uses a separate radio channels for dispatch and fireground communications. The fire officers generally agree that channel communication is one of the critical factors on the fireground.

The article emphasizes the importance of the communication between engineers and their employers. According to the salary survey conducted by "Evaluation Engineering" in 2008, engineers wanted open and honest communications with their employers. The respondents said that job security and satisfaction come from being informed about the health of the company. The survey found that 38 percent of those who participated feel very secure in their present job. Another 52 percent indicated that they are somewhat secure.

The article discusses the creation of a defense team based on the specific domain expertise of attorneys, paralegals and researchers by Bowman and Brook LLP in the U.S. The author stated that to enhance the firm's business processes, Convergent has recommended an integration of several Mitel IP-powered applications such as the Mitel Teleworker solution and Mitel Mobile Extension application. He added that to enhance communications, the firm has opted to integrate Microsoft's suite collaboration and rich media solutions.

The article presents a roundtable discussion of the successes of and challenges for communication departments within businesses today. The biggest trends affecting the communication field since the year 2000 are a greater need for strategic communicators, an increasing focus on return on investment for all actions taken, increased credibility within many organizations for communicators, an emphasis on delivering a brand that engages customers, and the ability of technology to democratize communication.

The article discusses the author's experiences as a business communicator trying to foster trust within his business organizations. The author stresses the importance of organizational trust, which is clearly linked to the level of employee performance within a company. He has found that by far the most important trust factor for employees is openness, followed closely by consistency. To build trust, culture change must begin at the top of organizations withe the leaders, and center on communication. INSET: the value of trust: recent studies.

The article focuses on the fine-tuning leadership skills for effectiveness in different situations. The authors advise that managers should balance their leadership strengths for effect. To improve performance, managers need to set realistic goals and strive to achieve them. They define leadership requirements in terms of how and what to lead. They offer tips on how to create the mindset that resolves and manages the problems of leadership.

The article informs that India-based Tata Chemicals Ltd. (TCL) has developed an index to assess the effectiveness of internal communication processes. According to an internal research conducted by TCL, different employees in different work groups and at different hierarchical levels had profound preferences about how they received communications from management. The Communication Effectiveness Index (CEI) tremendously helped the communication team in meeting their internal communication objectives. The first phase of CEI resulted in an increase in employee engagement score on the communication front and the participation levels in organization-wide communication platforms.

The article presents an interview with Rajesh Subramaniam, Federal Express Corp.'s (FedEx) Canada President. He was asked to name three factors that contribute to the outstanding reputation of the company. Subramaniam was questioned about how FedEx is changing the way it uses technology. He was asked how the company deals with issues related to cultural diversity in today's global environment.

The article features law firm Finnegan, Henderson, Farabow, Garrett & Dunner, which ranked second place in the 2006 midlevel associates survey conducted by the periodical "The American Lawyer." The firm ranked second out of 175 firms. Associate Timothy Lemper commends the diversity of the intellectual property work in the firm. Finnegan has adopted a new review for second- and sixth-year associates to improve communication between partners and associates.

The article reports on several information discussed and presented at the 2006 Haulage and Loading Conference. The conference was held at the Wigwam Resort in Phoenix, Arizona and was attended by more than 300 participants from 14 countries. World economic growth and its effects on the mining industry, was discussed by Rod Schrader of Komatsu America Corporation's Mining Division. The effectiveness and problems encountered in using bigger equipment were also discussed by various presenters. Design and manufacturing quality of equipment were also presented by Gerard Chitty from Maintenance Technology Institute, Australia.

This article presents information on the importance of communication in Knowledge Management. The author discusses how the marketing, human resources management, corporate services and communications departments deals with different challenges in communication and KM. From a certain perspective, a lot of communication is where the main content and purpose is related to what the communicator wants to convey. When intention dominates communication it often comes across as hierarchical and can involve power relations.

The article reports that it pays to be aware of the direct and indirect messages one send to employees. If one is careful, one can help them see what better communication can bring to ones organization. Nobel laureate Herbert Simon described communication as the most ignored component of the administrative process. Ask any communication professional today, and one will likely find that he or she agrees. An organization's structure presumably has established a social architecture among employees that promotes the sharing of information necessary to achieve the firm's goals. A communication culture emerges when employees identify and adopt acceptable communication behaviors. Wittingly or unwittingly, managers send signals about what is appropriate conduct, and employees pick up on these cues. Being conscious of their own actions is crucial for managers seeking to build better communication. Aad Jacobs, the retired chairman of ING Groep NV, depended on straightforward, open and truthful information from associates at lower levels of the company. Although a strong communication culture may emerge from witnessing the behaviors of top management, research shows that offering rewards and incentives that acknowledge effective communication helps to strengthen and sustain that culture.

The article states that building trust inside and out is a key part of the communicator's role as the corporate conscience. A growing loss of confidence in organizations, their leaders and communication is well documented in the media. Trust is highly valued by the leaders of many high-performance organizations who clearly sec the connections between trustworthy, values-based communication and customer loyalty and employee engagement. Isadore Sharp, founder, CEO and chairman of the Four Seasons hotel chain, attributes much of his organization's success in building trust with employees and customers to communicating and practicing the Golden Rule. Corporate communicators have long capably served as the ethics stewards and corporate consciences of their organizations, mastering that delicate and vital task or balancing corporate goals with public expectations. Audits and surveys provide rich opportunities to capture feedback on and measure trust. Once communicators have taken all these actions, they will see that some vital connections have been made. Communicators must embrace trust building as a core part of their long-standing role as the corporate conscience and boldly champion the value of building trust throughout their organizations.

The article discusses the issues related to corporate social responsibility (CSR). Corporations today must act more aggressively and publicly to restore or maintain their reputations. Yet the world presents a seemingly infinite number of opportunities for them to demonstrate their good will. In many ways, corporations behave like individuals. Ethicists may debate the differences between being good and acting good. But there's no doubt that regardless of motive, corporations realize significant impact against the bottom line with well-managed CSR programs. Proponents of CSR programs argue that preoccupation with short-term financial returns results in profit loss over the long term, and that corporations ultimately succeed or fail on the basis of public trust and support. On the other hand, critics suggest that the corporation's only responsibility is to maximize profits for shareholders, and that corporate responsibility runs counter to the philosophy of free enterprise. Today's companies can no longer afford to ignore CSR. Scholars today acknowledge that a citizenship portfolio helps integrate companies into the social environment of communities by developing bonds between the organization, its employees and the local citizens. It helps a company build reputational capital.

The article focuses on the importance of corporate communication. Aligning the goals of the communication plan with the goals of the business is the first step to demonstrating value. The most common reasons why organizations fail to develop strategic communication plans are lack of time and money. These excuses also come up with regard to measuring the value of communication, a necessary component of a strategic communication plan. The good news is that communication measurement is more widely recognized as a standard global practice in public relations and communication. For an organization's communication activities to be worth the investment, communication must have measurable goals that support business goals. In fact, the goals of the most powerful communication plans are the same as the goals of the business, so that the achievement of business goals becomes the ultimate measure of communication success. Adding questions to measure the impact of communication on employees' knowledge, attitudes and behaviors as they relate to the business goals is easy. Measuring the perceived value of communication activities also provides meaningful information. Writing questions for surveys, focus groups and interviews is an important step. The challenge is to demonstrate to business leaders how communication that supports business goals might save the organization money over the long term.

The article discusses the results of a study conducted by a practitioner working group that aimed to uncover best practices and key tips when working with external companies. It is important to choose people who naturally enjoy networking and relationship building when developing a relationship team. It is highly encouraged to avoid any misinterpretation of language and terms and ensure a message gets through during the initial stages of a relationship. Intense communication is vital throughout the relationship. The four main categories of inter-organizational relationships, each with different benefits and needs are discussed.

Discusses how mobile devices are revolutionizing the way sales and staff are able to operate in the field. Technological advances in the way sales people communicate with the head office; Workforce management issues arising from the sales people's use of mobile devices; Increasing number of companies in Australia that are introducing wireless networking across a range of roles, not just sales; Discussion on how some companies have handled the challenges of mobile workforce.

The article describes the peoplesmart strategies that leaders can use to communicate effectively and persuasively with those they wish to motivate and influence on the job, whether boss, peer, or subordinate. Resistance is always part of the picture in situations where one wants to influence the thoughts, feelings, and actions of others--which is what leadership is all about. Managers who get results induce reluctant people to buy in. Patience is a critical quality in persuasion. Faced with resistance, many people become anxious or impatient. People-smart communicators know that no matter how complex the topic, how great the time pressure, or what the mental state of the listener, they need to treat listeners as communication partners.

The article profiles AMD chief technology officer (CTO) Fred Weber. When Weber was about to graduate from college, a professor pointed him toward his next endeavor. The professor told him that whatever industry leader Gordon Bell was doing, Weber should also be doing. Before taking on his new role as CTO in February 2004, Weber was overseeing a design team of 150 members. According to Weber, when managing a team that large, communication is key, but it is also a difficult challenge. The notion of doing more than just your job is a recurring theme with Weber. He counsels the next generation of engineers to get in and get experience as early as possible. Creating this types of collaborative and communicative atmosphere requires a certain kind of workplace. Often, the design teams of AMD are working from multiple locations. Given Weber's string feelings regarding communication and innovation, it might come as a surprise that some consider him to be something of a Luddite when it comes to many of the chosen modes for communicating, such as instant messaging and blogging. Today, as CTO of AMD, where he has been since 1995, forecasting market trends is part of his job description. No longer managing his design team, Weber now concentrates on seeking business opportunities for AMD and figuring out what the company should indeed be doing several years from now.

A well-formed communication policy is to your organization what the International Association of Business Communicators Code of Ethics is to you, a set of guiding principles and behaviors to help ensure consistent, fair and ethical communication with all of your constituents. All firms with more than one employee should have a clearly written media policy that spells out who in the organization may respond to media inquiries, what kinds of information can or should be released to reporters and what information must be kept confidential. Your organization may already have a communication policy, albeit unstated, as seen in your overall behavior and attitude toward your constituencies. Conversely, if your corporate logo is on T-shirts worn by company volunteers cleaning a park, passersby may judge your company to be community-spirited and your employees happy to work for you. Written policies can define your communication philosophy as well as your practices and procedures on how to respond to media.

The article discusses about how engineers can learn to become good managers. Steven Cerri teaches what he calls soft skills to engineers who want to make the transition to management. Cerri's initial class is for corporate engineers who are thinking about a transition to management. His second class is aimed at engineers who definitely want to manage or who are already leading people. For this class, Cerri puts his students into a variety of made-up situations to teach them how to best communicate.