Communication Management

The question of what comprises communication management has caused numerous discussions among communication scholars representing different theoretical and disciplinary angles. Communication management is generally defined as steering communication processes in organizational contexts along the phases of analyzing, planning, organizing, executing, and evaluating with the aim of contributing to organizational goals and value creation. The term has however often been interpreted in different ways, and it is used inconsistently throughout the literature: first, as an umbrella term for all types of goal-oriented communication encompassing the related concepts of public relations, corporate communication, or strategic communication; second, as an equivalent or as a replacement for the term public relations; third, as a specific stream of research within these fields in the tradition of managerial functionalism. In view of the inconsistent use of terminology, scholars have discussed what uniquely defines and distinguishes the concept of communication management from public relations, corporate communication, or strategic communication. The field of communication management does not have its own distinct monographs, anthologies, or textbooks per se, but continues to share close ties with the disciplines mentioned above. Therefore, this entry aims to offer a broad collection of references relevant to the discussion of communication management. Characteristic of communication management scholarship is the theoretical orientation toward management research and the empirical reflection of how communication professionals manage the organization’s communication with stakeholders and publics. The core contribution of a managerial understanding of communication is the notion that communication management is an organizational function embedded in the overall governance and steering of an entity, oriented toward securing the efficiency and effectiveness of all activities and the sustained increase in value of the organization. At base, such a managerial logic applies to all forms of communication (internal or external, media or customer relations, marketing or product communications, etc.), all instruments of communication (campaign, program, channel, etc.), and all types of organizations (companies, governmental institutions, non-profits, etc.). Whereas communication goals or target stakeholders will inevitably vary depending on the type of organization and the publics involved, the basic processes for managing the function will remain the same. Typical research endeavors in this tradition focus on questions related to different aspects and phases of the management process, such as: formulation and alignment of communication strategies and plans; structures and resources of communication departments; implementation of communication programs and messages; professional roles and types of leadership; evaluation and measurement of communication success and value creation through communication; specific professional tasks such as managing crisis communication and reputation, or planning integrated communication; usage of methods, tools, and frameworks in practice