LONDON SCHOOL OF ECONOMICS AND POLITICAL SCIENCE
Department of Psychological and Behavioural Science
COURSEWORK SUBMISSION FORM AND
PLAGIARISM/ACADEMIC HONESTY DECLARATION
Instructions for completion:
Please ensure that a completed copy of this form is uploaded as part of your coursework submission.
Candidate Number: 10846
MSc Programme: MSc Strategic Communication
Course code: PB418
Word-count: 3255
Date: 26.04.2021
The Department wishes to draw your attention to the School Calendar Regulations on Assessment Offences and Plagiarism:
https://info.lse.ac.uk/Staff/Divisions/Academic-Registrars-Division/Teaching-Quality-Assurance-and-ReviewOffice/Assets/Documents/Calendar/RegulationsAssessmentOffences-Plagiarism.pdf
All work submitted as part of the requirements for any assessment of the School (e.g., examinations, essays, dissertations, and any
other work, including computer programs), whether submitted for formative or summative assessment, must be expressed in your
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Declaration (without signature, to preserve anonymity): Having read and understood LSE’s guidelines on plagiarism/academic
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hereby confirm I understand the Department’s policy on summative assessment, and that I have read the relevant parts of the
Background and Context
The NBA (National Basketball Association) is a fast-growing American basketball league, which
over the last few decades has seen considerable growth and investment in China – its most
lucrative market outside of the United States 1. In addition to being highly profitable, the Chinese
market is the main source of the league’s growth, having grown at 10% every quarter until 2019.
In 2019, the NBA found itself at the centre of an international controversy after the Houston
Rockets’ general manager tweeted in support of the Hong Kong protest movement, sparking a
fierce backlash from the Chinese government. The broadcast of Houston Rockets games was
suspended, costing the team about US$25 million for the 2019-20 season. Eventually the tweet
was removed 2. While that specific controversy has since died down, the potential for another
one to arise is high and growing. Internal developments such as the NBA’s embrace of social
activism, and its decentralised ownership and organisational structure, as well as external
factors such as the developing Sino-American rivalry and growing attention given to alleged
human rights violations in Xinjiang mean that the risk of another damaging incident is
increasingly high. Managing the NBA’s considerable interest in the Chinese market alongside
increased social activism and Sino-American decoupling will be a challenge going forward.
1
Patrick Hruby, “How the NBA's rift with China laid bare the cost of free speech,” The Guardian,
accessed March 1, 2021, https://www.theguardian.com/sport/2019/oct/12/how-the-nbas-rift-withchina-laid-bare-the-cost-of-free-speech
2
Adam Minter, “Are China and the NBA Friends Again?” Bloomberg Opinion, accessed March 1, 2021,
https://www.bloomberg.com/opinion/articles/2020-10-27/are-china-and-the-nba-friends-again
Memorandum
To: Adam Silver, NBA Commissioner.
From: Harry P. Flashman, Communication Analyst.
Subject: Communication Strategy for Managing Risk in China.
Dear Mr Silver,
The NBA’s investment in China over the last decade and a half has by all measures been a major
success. With the brand’s value in the country already in the billions, and the massive potential
for growth from the country’s 300 million player-strong fanbase, the focus on China has clearly
been a wise move. However, the unfortunate incident in 2019 surrounding Houston Rockets
manager Daryl Morey’s comments in support for the Hong Kong protest movement revealed an
underlying tension. In the United States and the western world more broadly, there has been a
greater focus on corporate social responsibility and corporate activism, with Millennials being
more aware and engaged with company activity than any earlier generation. The NBA has rightly
followed this trend, embracing the Black Lives Matter movement last year. However, it is clear
from the 2019 incident that there is a downside to embracing an indiscriminate culture of
corporate activism. Activism which upsets the Chinese government should be strictly avoided,
otherwise a repeat of the 2019 incident is inevitable, and the US$1.5 billion deal struck with
Tencent would be in jeopardy. However, to selectively crackdown on criticism of the Chinese
government while encouraging other forms of activism would be openly hypocritical, damaging
our progressive reputation at home. As the Sino-American rivalry and decoupling intensifies, US
public opinion on China becomes more critical, and awareness of rights violations in Xinjiang
becomes more widespread, finding a way for the NBA to continue to embrace an activist identity,
while avoiding another major confrontation will be a major challenge.
The strategy I recommend is to continue to engage in and deepen the NBA’s
commitment to corporate activism, but to focus its activism on a single issue. By tightly linking
the NBAs’ identity to a particular issue, we can funnel activistic energies towards a particular
issue which do not compromise the NBA’s Chinese interests, producing a benign tunnel-visionlike effect. This way the NBA can maintain its status as a leader in corporate activism while
minimising the risk of anti-China activism, all without discrediting the activism’s authenticity
through hypocritical and inconsistent policies. This is especially appropriate given the dispersed
power structure of the NBA. While management wields some authority – players, coaches, and
team owners also have considerable public influence, and many have valuable personal brands.
In this multipolar environment where no single party can enforce a policy on activism,
maintaining a consistent voice across the organisation through top-down enforcement would
be difficult. That is why an approach which changes the NBA on a deeper, cultural level is more
suitable. The specific social cause which the NBA should devote itself to is anti-black racism in
America. This is the most suitable cause for the NBA to champion for two clear reasons. Firstly,
the NBA already has a history of engaging with American race issues as an early supporter of the
Black Lives Matter movement. This would mean that the cultural change would be natural and
authentic. Secondly, African Americans make up the largest demographic of both the NBA’s
players and viewers, and basketball is an important part of African American culture. This
suggests that taking on the African American cause would be readily supported and adopted by
the NBA community.
To bring about this cultural change in the organisation, I recommend a three-pronged
approach. The first will be to exercise thought leadership on racial inequality in the United States,
especially where it relates to African Americans. This could be achieved through regularly
publishing articles and research on the topic on the NBA website, perhaps in a similar fashion to
McKinsey & Company. This would provide the NBA greater legitimacy as a leader of the racial
equality movement and could generate greater discussion and interest in the topic within the
organisation. The second will be to increase investment in the NBA Foundation to support
disadvantaged black communities in the US. This will further substantiate the NBA’s activism,
legitimising the leadership role. Exercising though leadership and substantiating that leadership
through action will contribute to the NBA’s identity shift. Finally, the NBA should adopt rituals
and practices which express support for the racial equality movement. An example of this is the
Black Lives Matter kneeling gesture which the English Premier League has also adopted.
Adopting such practices each game will continually reinforce and refocus the attention given to
the issue. These practices would also mean that the activist culture is spread directly to its
participants, which may include players and managers. Following these steps, it may be possible
to prevent anti-Chinese activism in the NBA without any explicit prohibitions. Additionally, this
preventative approach is far superior to a reactive approach, because as the 2019 incident shows,
once a comment is made the damage is already done.
Theoretical Discussion
In designing a communication strategy, an important first step is to develop a clear overview of
the stakeholder environment. In the case of the NBA and its interests in China, the stakeholder
environment is very complex. In addition to external stakeholders such as the Chinese
government, Chinese basketball fans, and American basketball fans, the NBA also has powerful
internal stakeholders such as its players, many of whom have strong personalities and the status
of cultural icons. And as the 2019 Houston Rockets incident shows, internal stakeholders can be
liabilities as much as they can be assets. In such a stakeholder environment, it is important to
note the relationship between stakeholders as much as it is important to pay attention to the
relationship between the stakeholder and the organisation itself. For example, NBA stars’
relationship with the American viewership, or the relationship between the Chinese government
and the Chinese viewership is as crucial as the NBA’s relationship with any of those individual
groups. To this end, I have used Simone Mariconda and Francesco Lurati’s stakeholder crossimpact analysis method to map-out the stakeholder relationships 3. First, I plotted out the key
stakeholders on the grid shown in Figure 1, and then rated the influence they had over oneanother according to a 3 to 0 scale. The number 3 denotes high influence, 2 denotes medium
influence, 1 denotes minor influence, and 0 denotes negligible influence. Figure 2 shows the
overall levels on influence and dependence on the other stakeholders.
3
Simone Mariconda and Francesco Lurati, “Stakeholder Cross-Impact Analysis: a Segmentation
Method,” Corporate Communications: an International Journal 20, no. 3 (2015): 276.
1
2
3
4
5
6
7
Total:
NBA Org. (1)
x
2
1
1
1
0
1
6
Team Owners (2)
2
X
3
0
0
0
0
5
Players and
Managers (3)
1
1
x
3
3
0
0
8
American Fans (4)
2
1
0
x
0
0
0
3
Chinese Fans (5)
2
1
0
0
x
1
2
6
Chinese
Government (6)
3
3
1
0
1
x
3
11
Chinese Business
Partners (7)
2
1
0
0
2
0
x
5
Total:
12
9
5
4
7
1
6
88
Figure 1 - Stakeholder Cross-Analysis (1 of 2)
The most significant relationship revealed by the analysis is the Chinese government’s status as
a strong, driving stakeholder. According to Mariconda and Lurati, these stakeholders are the
stakeholders who influence the other stakeholder groups the most 4. It is because of the Chinese
government’s powerful position within this network that taking a combative approach with or
antagonise them would be unadvisable. The reason for their power is that they have a
dominating influence over the Chinese fans and business partners of the NBA, essentially making
them the gatekeepers of the Chinese market. Victor Cha and Andy Lim have labelled the
tendency of the Chinese government to leverage market access in exchange for political
concessions as ‘predatory liberalism’, where the market interdependence enabled by liberalism
is exploited as a tool for political gain 5. When looked at in the context of China’s other acts of
predatory liberalism, such as in South Korea after the THAAD missile controversy, or in Norway
after the 2010 Nobel Peace Prize award, it is clear that the 2019 Houston Rockets incident is not
anomalous, and that similar reprisals are likely in the future.
Another interesting insight afforded by figure 2 is the total lack of linking stakeholders.
Linking Stakeholders influenced by other stakeholders while also having an influence themselves
6
. By functioning as a sort of cog in the network which can form a bridge between the stronger
and weaker stakeholders, they provide unique opportunities when managing stakeholder
relations. An example could be the financial press in the finance industry 7. Without a linking
stakeholder, there is no opportunity to influence the Chinese government through an
intermediary. With this in mind, the best strategy is to avoid even indirect confrontation with
the Chinese government, and rather to concede to them as the NBA’s interests depend on their
4
Mariconda and Lurati, “Stakeholder,” 283.
Victor Cha and Andy Lim, “Flagrant Foul: China’s Predatory Liberalism and the NBA,” The Washington
Quarterly 42, no. 4 (2019): 24.
6
Mariconda and Lurati, “Stakeholder,” 283.
7
Ibid, 282.
5
approval. Simply put, it is more effective to accommodate the Chinese government by changing
the NBA and preventing anti-China comments than it is to push for acceptance from the Chinese
government. A shortcoming of the stakeholder cross-analysis approach is that it is based solely
on my own assessment of the relationship between the actors. In an organisational setting, the
influence scores in figure 1 would be checked and edited by a panel of experts to minimize the
risk of personal bias or error. Nevertheless, the lack of a single, quantifiable measurement which
can be used to assess the influence between these actors justifies the approach taken.
Having come to understand the general direction for a strategy, the next step is to
decide exactly what form this should take. Typically, a unitary organisation such as a government
ministry is able to decide a new policy, issue a memorandum, and enforce the new rules in a
top-down manner. How this change is justified and internally communicated would be an
important consideration, but the risk of disobedience is typically low. There is some evidence
that this is changing, with Google employees protesting against their management in 2019 in
response to two activist employees being put on leave 8 . However, Google has a history of
company-wide protests, and it is not clear that this trend is a across business in general 9. The
situation is different in the case of the NBA. The organisation is an association of teams, each of
which is independently owned. The NBA as a whole is managed by a board and commission,
which the teams are contractually obliged to obey according to a constitution 10. This structure
means that the teams and their owners are independent to act and express themselves as long
8
Shirin Ghaffary, “Google employees protest the company’s “attempt to silence workers”,” Vox,
November 22, 2019, https://www.vox.com/recode/2019/11/22/20978537/google-workers-suspensionemployee-activists-protest.
9
Daisuke Wakabayashi, Erin Griffith, Amie Tsang and Kate Conger, “Google Walkout: Employees Stage
Protest Over Handling of Sexual Harassment,” New York Times, November 1, 2018,
https://www.nytimes.com/2018/11/01/technology/google-walkout-sexual-harassment.html.
10
NBA, National Basketball Association Constitution and By-Laws, October 2018, https://akstatic.cms.nba.com/wp-content/uploads/sites/4/2018/10/NBA-Constitution-By-Laws-October-2018.pdf
(accessed April 11, 2021), 6.
as these expressions do not breach the rules of the constitution or its by-laws. The exception to
this is that the commissioner, who is elected by the team owners via their representatives on
board of governors, can issue fines and suspensions in cases where an incident occurs which is
not covered under the constitution. Compared to conventional organisations, the NBA’s is
comparatively ‘horizontal’ with its subdivisions having a lot of autonomy. The commissioner can
exercise considerable authority, as he did in 2014 when Clippers owner Donald Sterling was
banned and fined US$2.5 million for racist remarks, but this was still ultimately at the behest of
the Board of Governors (representatives of the teams) 11. The overall situation is one where the
NBA’s coercive control over its internal stakeholders is generally weak and inconsistent. In this
situation, taking a coercive approach towards preventing criticism of China would be ineffective,
and perhaps even backfire as the attempt to discourage activism did at Google.
Rather than reactively punishing its internal stakeholders who criticise China,
‘manipulation’ as it is understood by Peter Fleming and Andre Spicer could provide a better
solution. Fleming and Spicer define manipulation as ‘attempts to ensure action and discussion
occurs within accepted boundaries’ 12. If a ‘manipulation’ of this sort could be achieved in the
NBA in order to keep the activistic discourse away from Chinese issues, then the risk could be
minimised without potentially inflammatory measures being taken. Fleming and Spicer build
their idea from Peter Bachrach and Morton S. Baratz’s analytical framework 13. According to
Bachrach and Baratz, manipulation is distinct from an exercise of power in that while the victim
of power is consciously aware of the consequences of disobedience, those who are manipulated
11
Dan Hirschhorn and Sean Gregory, “NBA Bans Donald Sterling 'For Life' After Racist Rant,” Time, April
29, 2014, https://time.com/81170/donald-sterling-los-angeles-clippers-nba-adam-silver/.
12
Peter Fleming and Andre Spicer, “Power in Management and Organization Science,” The Academy of
Management Arts 8, no.1 (January 2014): 241.
13
Ibid, 254.
simply obey because they are ‘other-directed’ 14. People who are other-directed are those who
are inclined to follow the dominant behaviour in a given community 15. Bachrach and Baratz use
the example of the desegregation movement in the American South to illustrate their concept
of manipulation. Once a critical mass of socially respected members of southern white
communities was reached, the other-directed masses accepted the changes 16. If applied to the
NBA, we could argue that once anti-racism activism is established as a norm in the NBA and is
practiced by its most influential members, manipulation would then ensure that the more
ambivalent, other-directed part of the community would follow suit. Exacting change in the NBA
through Manipulation rather than Power – where the victim is aware that they are coerced and
rationally decides to obey, would be a better scenario as it would not antagonise or risk
disobedience. According to Bachrach and Baratz, when the victim of an exercise of power
decides that they would rather choose disobedience, then the dominant party is compelled to
use Force – where the threat is acted upon 17. An example of the relationship between power
and force is the relationship between highwayman and a traveller. When the highwayman asks,
“your money or your life” and the traveller relinquishes his money, there has been an exercise
of power. If after being asked to hand over the money the traveller refuses and is shot, then the
highwayman has exercised force. Force would be of no use to the NBA, as even if critics of China
were reactively punished (force) the damage would have already been done, and further
disobedience inspired. My recommendation that the NBA should engage in thought leadership
is derived from the idea that when the best and brightest of the NBA are publishing insightful
works on American racial inequality, such as opinion columns or research pieces, that will signal
14
Peter Bachrach and Morton S. Baratz, “Decisions and Nondecisions: An Analytical Framework,”
American Political Science Review 57, no. 3 (September 1963): 639.
15
Ibid, 640.
16
Ibid, 639.
17
Ibid, 636.
an agenda shift to the other-directed portion of the organisation, bringing them on-board.
Choosing to champion the anti-racism movement would be effective in the case of the NBA, as
they have a history of supporting related issues with their NBA foundation and adoption of the
Black Lives Matter movement from an early stage 18. Since activism of this sort is already a part
of their brand heritage, ratcheting up the intensity of the activism would be perceived as
genuine and legitimate 19. The issue of racism is also a source of major cultural tension within
the predominantly African American NBA fan and player base, making it something relevant on
an emotional level to NBA consumers and the community more broadly 20. According to the
Social Benefit Pyramid, practicing the social purpose which a brand claims to champion is second
in importance only to excluding practices which contravene that purpose. Before a company can
gain the benefits of a socially responsible through ‘front-end’ engagement with consumers, the
business has to practice what it preaches in the ‘back-end’
21
. Doing this provides a solid
foundation of legitimacy which the business can point at to show that its claims are not purely
motivated by commercial interest 22.
While manipulation would do well to bring a lot of the NBA community into the
developing anti-racist-activist culture, it is only effective against those who are other-directed.
People who are other-directed in regard to a certain issue are correspondingly more apathetic
about that issue 23 . To my mind, it seems likely that those who are apathetic about African
American issues would also be less likely to engage in China related activism, as activists of both
kinds share the same empathetic qualities and liberal worldview. To target the portion of the
18
“NBA Foundation Priorities,” NBA Foundation, accessed April 14, 2021,
https://nbafoundation.nba.com/priorities/.
19
Omar Rodriguez Vila and Sundar Bharadwaj, “Competing for Social Purpose,” Harvard Business Review
(September-October, 2019), 96.
20
Bachrach and Baratz, “Decisions,” 636.
21
Vila and Bharadwaj, “Social Purpose,” 98.
22
Ibid, 100.
23
Ibid, 640.
population most likely to engage in the activism the NBA most wants to avoid, a mechanism
other than manipulation is necessary. Coming from a Marxist theoretical background, Louis
Althusser distinguishes the Ideological State Apparatus from the Repressive State Apparatus
when examining how the state is maintained and subversion is minimised. Whereas the
repressive state apparatus operates by violence, i.e., through law enforcement, the ideological
state apparatus functions through ideology 24 . Importantly for the purposes of the NBA, he
identifies how while ideological in nature, the ideological state apparatuses are based ultimately
on material practices 25. Reflecting on Pascal’s famous saying, “Kneel down, move your lips in
prayer, and you will believe,” Althusser suggests that the subjective experience of ideology and
the material practices which accompany it have a reciprocal relationship
26
. Ideology both
constitutes is constituted by material practices or rituals, and vice versa 27. Therefore, when
practices or rituals are acted upon they provoke an ideological response, and ideologies require
material expression through practices. Head shaving by monks, body tattooing by Japanese
organised crime members, and roman saluting by fascists are all well-known examples of such
practices which are linked to an ideology or group association. Understanding the reciprocal
relationship between ideologies and their associated practices provides a way to inspire people
who are not highly other-directed to participate in anti-racist activism. Adopting rituals which
are associated with the anti-racist movement, such as the gesture of taking-the-knee which is
associated with Black Lives Matter could promote growth in genuine support for the movement
among those who are not other-directed. This is why I recommend that the NBA adopts a set of
rituals including the kneeling gesture to be carried out each game.
24
Louis Althusser, “Ideology and the Ideological State Apparatuses (Notes Towards and Investigation),”
in Lenin and Philosophy and Other Essays (London: Monthly Review Press, 1971), 80.
25
Ibid, 82.
26
Ibid, 83.
27
Ibid, 82-83.
In the Memorandum, the strategy I proposed was to reinforce the NBA’s commitment
to the anti-racism movement to divert the activistic energies of the movement away from China
related issues and create a ‘benign tunnel-vision’. The stakeholder cross-analysis justified my
proposal, as it showed that confrontation with the Chinese government was unwise due to their
position as a driving stakeholder, and the lack of useful linking stakeholders. I made three
recommendations to achieve the goal of a benign tunnel-vision. Firstly, due to the foundational
importance of practice in legitimising an organisation’s claim to social issue, I recommended
further investment into the NBA foundation. Secondly, due to the phenomenon on
‘manipulation’ whereby other-directed individuals follow the socially influential members in a
community, I recommended engaging in thought-leadership through the publication of research
articles and opinion columns by leading NBA figures. Finally, I recommended adopting a set of
practices and rituals which represent support for the anti-racism movement, as the reciprocal
relationship between ideology and its material practices will mean that authentic support for
the movement will be generated. These three recommendations combined will bring about an
intense focus on the anti-racism movement, in which other activist movement will struggle to
create space. While it cannot be guaranteed that China related activism will never occur again,
this strategy goes some way to minimizes the risk without externalities.
Bibliography
Althusser, Louis. “Ideology and the Ideological State Apparatuses (Notes Towards and
Investigation).” in Lenin and Philosophy and Other Essays (London: Monthly Review
Press, 1971).
Bachrach, Peter, and Morton S. Baratz. “Decisions and Nondecisions: An Analytical
Framework.” American Political Science Review 57, no. 3 (September 1963).
Cha, Victor, and Andy Lim. “Flagrant Foul: China’s Predatory Liberalism and the NBA.” The
Washington Quarterly 42, no. 4 (2019).
Fleming, Peter, and Andre Spicer. “Power in Management and Organization Science.” The
Academy of Management Arts 8, no.1 (January 2014).
Ghaffary, Shirin. “Google employees protest the company’s “attempt to silence workers”.”
Vox, November 22, 2019.
https://www.vox.com/recode/2019/11/22/20978537/google-workers-suspensionemployee-activists-protest.
Hirschhorn, Dan, and Sean Gregory. “NBA Bans Donald Sterling 'For Life' After Racist Rant.”
Time, April 29, 2014.
https://time.com/81170/donald-sterling-los-angeles-clippers-nba-adam-silver/.
Hruby, Patrick. “How the NBA's rift with China laid bare the cost of free speech.” The Guardian,
accessed March 1, 2021.
https://www.theguardian.com/sport/2019/oct/12/how-the-nbas-rift-with-china-laidbare-the-cost-of-free-speech.
Mariconda, Simone, and Francesco Lurati. “Stakeholder Cross-Impact Analysis: a Segmentation
Method.” Corporate Communications: an International Journal 20, no. 3 (2015).
Minter, Adam. “Are China and the NBA Friends Again?” Bloomberg Opinion, accessed March 1,
2021.
https://www.bloomberg.com/opinion/articles/2020-10-27/are-china-and-the-nbafriends-again.
“NBA Foundation Priorities,” NBA Foundation, accessed April 14, 2021,
https://nbafoundation.nba.com/priorities/.
NBA. National Basketball Association Constitution and By-Laws. October 2018.
https://ak-static.cms.nba.com/wp-content/uploads/sites/4/2018/10/NBAConstitution-By-Laws-October-2018.pdf (accessed April 11, 2021).
Rodriguez Vila, Omar and Sundar Bharadwaj. “Competing for Social Purpose.” Harvard
Business Review (September-October, 2019).
Wakabayashi, Daisuke, Erin Griffith, Amie Tsang and Kate Conger. “Google Walkout:
Employees Stage Protest Over Handling of Sexual Harassment.” New York Times,
November 1, 2018.
https://www.nytimes.com/2018/11/01/technology/google-walkout-sexualharassment.html.
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B. Coursework and Assessment
Assessment:
Students will submit two essays for this course: a 500-word formative assignment,
followed by a 3,000 word summative assignment.
a
FORMATIVE ASSESSMENT
The formative assessment is a 500 word plan outlining the approach to the summative
assessment. It should be submitted via Moodle by 12 noon GMT on Tuesday 1st
March 2022.
The formative assessment should be used by students to obtain useful feedback to
improve the quality of the summative assessment. The formative assignment is not
graded.
The formative assignment should be an outline (bullet point) plan that, at this stage,
focuses primarily on the theoretical part of the summative assessment. The outline
can include the following:
an introductory paragraph stating the case study and the challenge it poses;
a statement of the argument or position being taken to address the challenge
posed by the case study;
an indication of how this structure will answer the challenge posed; and
a list of the evidence or key studies, indicating an integration and critical
assessment of material from different sources.
.
5
SUMMATIVE ASSESSMENT
The summative assignment should be 3,000 words (excluding references) and
submitted via Moodle by 12 noon BST on Tuesday 3th May 2022.
The summative assignment will include two parts. In the first part (no more than
1,000 words), you will be asked to prepare a memorandum to a senior decision
maker of an organization (be it a business corporation, a public sector organization or
a third sector enterprise) advising her/him about a specific issue relating to the
corporate communications of their organization. In the second part of the essay (no
more than 2,000 words), you will support the specific recommendations presented in
the memorandum with a theoretical justification with reference to relevant concepts
and associated literature, and giving relevant examples of corporate communication
practice. The first part of the essay will count for 30% of your mark while 70% will
come from the second part.
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a moodle.Ise.ac.uk/pluginfile.php/750... O C
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SUMMATIVE ASSESSMENT
The summative assignment should be 3,000 words (excluding references) and
submitted via Moodle by 12 noon BST on Tuesday 3th May 2022.
The summative assignment will include two parts. In the first part (no more than
1,000 words), you will be asked to prepare a memorandum to a senior decision
maker of an organization (be it a business corporation, a public sector organization or
a third sector enterprise) advising her/him about a specific issue relating to the
corporate communications of their organization. In the second part of the essay (no
more than 2,000 words), you will support the specific recommendations presented in
the memorandum with a theoretical justification with reference to relevant concepts
and associated literature, and giving relevant examples of corporate communication
practice. The first part of the essay will count for 30% of your mark while 70% will
come from the second part.
Intended learning outcomes (ILO)
1) To select and analyse a corporate
communication case study of your
choice.
a
Assessments (summative and weightings)
Memorandum (Summative: 1,000 words
max.; 30%): Prepare a memorandum to a
leader of the organization advising him/her
about 1 to 3 key corporate communication
issues.
2) To identify and select 1 to 3 main
issues the organization is currently
facing.
3) To formulate and illustrate
solutions to these issues.
4) To explain and summarise these
practical solutions to a leader of the
organization.
5) To support these solutions with a
theoretical background.
Theoretical background (Summative:
2,000 words max.; 70%): Justify the
specific recommendations presented in the
memorandum with reference to relevant
concepts from PB418 or other courses,
grounding your arguments in relevant
evidence.
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