57029 Communication Management Case Studies

Handbook description

These master classes are designed to develop linkages between theory and practice and to provide an extended opportunity to focus on significant case studies. Students develop their understanding of case study, research design and methods, exploring it as a reflective and strategic instrument for understanding the processes of communication management problem solving. Particular case studies are presented in class by industry representatives so that students can apply the principles and theories from their course to practical examples, developing proficiency in analysing common situations in depth.

Subject objectives/outcomes

At the conclusion of this subject students are expected to be able to:

1. Use appropriate techniques for the effective analysis of case studies in communication management
2. Recognise how theoretical insights may be drawn from the study of empirical cases
3. Compare and contrast case studies to enhance their understanding of the principles of communication management
4. Recognise the attributes of well-constructed case studies
5. Construct a communication management case study based on recognised principles of case study development
6. Reflect on case studies in communication management and apply this knowledge to industry
7. Use case studies to research specific topics and provide contextualised analyses.

Contribution to graduate profile

Students will have:

• A good understanding of the nature of communication and communication management through a broad range of theories and paradigms
• A sensitivity to ethical and legal issues related to communication
• A capacity to critically reflect on the role and responsibilities of communicators
• An understanding of contexts of communication
• The capacity to analyse, design, cost and evaluate a public relations strategy and campaign, and
• Competency in understanding, identifying and communicating with publics to build and maintain relationships
• An understanding of organisational culture and climate factors and the ability to diagnose communication problems and engage in change management
• The ability to choose and use appropriate research methods for communication professionals
• A capacity to critically reflect on their learning and professional communication practice
• The capacity to manage technical, political, moral and aesthetic communication issues
• The ability to implement communication strategies and evaluate their effectiveness
• The ability to apply communication theories to the analysis of case studies and professional practice
• An understanding of communication management in local and international contexts
• The capacity for lifelong learning
• The ability to understand and practice leadership in communication management.

Teaching and learning strategies

Guest lecturers from industry will assist students to learn about campaigns they have been involved in. These campaigns will be chosen to provide examples of a range of communication management situations. Students will participate in seminars and workshops to analyse these and other campaigns and to apply to them the principles and theories from their previous study in communication management.

Content

• Introduction to case study research
• Review of theory development in the field of communication management
• Assessment of case study analysis against other research methodologies
• Case studies as design and strategy in communication management. Approaches to case study methodologies
• Case study presentations from industry speakers on different industry topics and scenarios
• Analyses of sample case studies in communication management
• Concepts of 'best practice' in communication management
• Adult learning principles and group approaches to problems and solutions in case study analysis
• Ethical implications for case study research
• Investigating case study parameters
• Master classes.

The order of speakers/topics for Master Classes will be distributed when classes start. Changes may be necessary to the speaker program due to commitments of industry speakers. Where possible, advance notice will be given of any changes.

Assessment

Assessment item 1: Journal of case study master classes with reflections on own learning

Assessment item 2: Group case study development

Minimum requirements

Students are expected to read the subject outline to ensure they are familiar with the subject requirements. Since class discussion and participation in activities form an integral part of this subject, you are expected to attend, arrive punctually and actively participate in classes. If you experience difficulties meeting this requirement, please contact your lecturer. Students who have a reason for extended absence (e.g., illness) may be required to complete additional work to ensure they achieve the subject objectives.

Attendance is particularly important in this subject because it is based on a collaborative approach which involves essential workshopping and interchange of ideas. Students who attend fewer than ten classes are advised that their final work will not be assessed and that they are likely to fail the subject.

Indicative references

Yin, R. (2002) Case study research: Design and methods. (3rd ed.). Thousand Oaks, CA: Sage.

You are expected to consult a broad range of literature from your own bibliographic searches and draw from Master Class presentations. Selected key chapter and journal readings will be indicated in class.

Foundation references:
Carr, C. (1992) Teampower: Lessons from America's top companies in putting teampower to work. Englewood Cliffs, NJ: Prentice Hall.

Center, A. and Jackson, P. (1995) Public Relations Practices: Managerial Case Studies and problems. (5th ed.) Englewood Cliffs, NJ: Prentice Hall.

Elwood, W.N. (Ed) (1995) Public Relations Inquiry as Rhetorical Criticism: Case studies of corporate discourse and social influence. Westport Connecticut: Praeger.

Fearn-Banks, K. (1996) Crisis Communication: A casebook approach. Hillsdale NJ, Lawrence Erlbaum.

Goodman, M. (1996) Introduction to special section on Issues in Corporate and Organisational Communication: Communication and change. IEEE Transactions on Professional communication. Vol 39 (1) March.

Grates, G. (1995) Are you ready to grow? Communication strategies for managing growth in a complex and competitive marketplace. Public Relations Quarterly. Vol. 40 (3) 42-46.

Goldblatt, J. (1997) Special events: Best practices in modern event management. (2nd ed.) USA: Van Nostr and Reinhald.

Hamel, J., Dufour, S. and Fortin, D. (1993) Case Study Methods. Newbury Park, CA: Sage.

Hendrix, J. (1992) Public Relations Cases. (2nd Ed.) Belmont, CA: Wadsworth.

Horton, F. and Lewis, D. (Eds) (1991) Great Information Disasters: Twelve prime examples of how information mismanagement led to human misery, political misfirtune and business failure. London: Aslib.

IABC Communication Bank (1995) Downsizing and Restructuring. San Francisco, California, International Association of Business Communicators.

IABC Communication Bank (1994) Mergers, acquisitions and takeovers. San Francisco, California, International Association of Business Communicators.

Moran, R., Braaten, D. and Walsh, J. (eds) (1994) International Business Case Studies for the Multicultural Marketplace. Houston, Gulf Publishing Co.

Neuliep, J. (1996) Human Communication Theory: Applications and Case Studies. Boston, Allyn and Bacon.

Quarles, J. and Rowlings, B. (1993) Practising public relations : a case study approach. Melbourne: Longman Cheshire.

White, J. and Mazur, L. (1995) Strategic Communications Management: Making public relations work. London: Addison Wesley.