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dc.contributor.advisorFrisby, Cynthia M.eng
dc.contributor.authorDurante, Lisaeng
dc.date.issued2010eng
dc.date.submitted2010 Springeng
dc.descriptionTitle from PDF of title page (University of Missouri--Columbia, viewed on June 7, 2010).eng
dc.descriptionThe entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file.eng
dc.descriptionThesis advisor: Professor Cynthia Frisby.eng
dc.descriptionIncludes bibliographical references.eng
dc.descriptionM.A. University of Missouri--Columbia 2010.eng
dc.descriptionDissertations, Academic -- University of Missouri--Columbia -- Journalism.eng
dc.description.abstractIn a time when organizational change is occurring more frequently with higher stakes for implementing change successfully, it is critical for internal public relation practitioners to develop communication strategies using activities that are most effective in achieving the intended outcomes of the organizational change. By understanding theory of change and leveraging the Goodman and Truss (2004) communication wheel, this research identifies the communication practices - the messages, media, channels and approaches - that minimize employee uncertainty, increase employee support and reduce employee resistance to the organizational change. The results of the study add to the public relations literature by understanding how communications contributes to the success of planned organizational change. Data from 95 communication practitioners showed that disseminating messages that are personally relevant and provide insights into the company's purpose and vision for the change increase employee understanding of the change. Additionally, analysis of the survey findings reported using media that engage employee participation increase employee support for the change. Furthermore, the middle manager as communicator was associated to rallying employee support for the organizational change.eng
dc.format.extentv, 61 pageseng
dc.identifier.merlinb77768565eng
dc.identifier.oclc647795011eng
dc.identifier.urihttp://hdl.handle.net/10355/8061
dc.identifier.urihttps://doi.org/10.32469/10355/8061
dc.languageEnglisheng
dc.publisherUniversity of Missouri--Columbiaeng
dc.relation.ispartof2010 Freely available theses (MU)eng
dc.relation.ispartofcommunityUniversity of Missouri-Columbia. Graduate School. Theses and Dissertations. Theses. 2010 Theseseng
dc.subject.lcshOrganizational changeeng
dc.subject.lcshCommunication in organizationseng
dc.subject.lcshTelecommunication -- Message processingeng
dc.subject.lcshMiddle managerseng
dc.titleA study of internal change communication practices: message, media, channel and approacheng
dc.typeThesiseng
thesis.degree.disciplineJournalism (MU)eng
thesis.degree.grantorUniversity of Missouri--Columbiaeng
thesis.degree.levelMasterseng
thesis.degree.nameM.A.eng


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