Sydney University Psychology Essay

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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 own words and incorporate your own ideas and judgments. Plagiarism must be avoided in all such work. Plagiarism can involve the presentation of another person’s thoughts or words as if they were your own. However, please note that plagiarism also includes self-plagiarism, which is where you as the author re-use your own previously submitted work or data in a “new” written piece of work without letting the reader know that this material has appeared elsewhere. The definition of “your own work” also includes work produced by collaboration or group-work expressly permitted by the Department. Please also note that plagiarism as defined by the School above, need not be deliberate or intentional for it to constitute an assessment offence. Declaration (without signature, to preserve anonymity): Having read and understood LSE’s guidelines on plagiarism/academic honesty, I hereby confirm by completing and attaching this form that the work submitted is my own. By submitting this form I 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. Il giffgaff ll 13:17 65% 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. < ||| 3 ul giffgaff 08:22 @ 98% a moodle.Ise.ac.uk/pluginfile.php/750... O C 工具箱 6/39 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. < > ||| 4
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Psychology Assignment Draft

Student’s Name
Institution
Course
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Psychology Assignment Draft
1. Introduction
I.

Ineffective communication can be detrimental to corporate organizations and can impact
the dissemination of crucial information internally and externally, leading to unsuccessful
business operations.

II.

Corporate organizations should adopt effective communication channels that promote
coordination, establish favorable reputations and involve stakeholder groups to steer
business operations successfully.

III.

To promote effective corporate communicat...


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