Communication of sustainability activities and achievements
Effective communication is very significant for the development of the firm and the managers of the organisation perform the functions of the management to share the communication in planning, motivating, organising and controlling. The managers must have the communication skills in oral and written format so that the managers can share business activities to all the managers. The managers of the organisation can focus on sustainable development and its social consequences for communication (Song et al. 2015). The organisations in different fields need to ensure that they must be strict towards meeting the sustainability standards. Three factors of the sustainable communications are the viewpoint, value and the vehicles of the communications.
The organisations make a commitment towards sustainability and the company needs to understand the value, benefits and sustainability of the business. Sustainability is a corporate responsibility which includes the positive influences related to the people, planet and profit. The values of the sustainable communication are provided from the consumers’ investors and activists increasingly towards the companies. As stated by Golob et al. (2017), companies realise the value of sustainability when it starts to develop the specific viewpoint. The organisation must choose the authentically sustainable viewpoints. Finally, the effective sustainable communication can be done through selecting the vehicles for delivering the sustainable viewpoint. The companies need to engage the customers with an understandable message which must create conversation. The organisation can include many touch points to assist the customers to see that the organisation is sustainable and trustworthy. Chaudhuri (2016) commented that the organisation needs to have certified sustainability from the third-party which proves that the organisation is sustainable. The organisations can promote this third-party certification as a backup support to showcase the sustainability in the mind of the customers and stakeholders through communication. Sustainability of the organisation is complex and technical so that the organisations face the challenges.
The first aspect of communication sustainability is the knowledge gap and the employees struggle to communicate with the help of technologies always. The employees sometimes do not know how to use the external communication technologies and the employees fail to communicate with the external audiences. The communications professionals don’t get the idea of underlying principles to bridge the gap of sustainability teams (Andreu et al. 2015). The second aspect of the communication sustainability is the diverse definition of the sustainability and the organisation tales the risk to have the global strategy to overlook the misinterpretation of the sustainable issue. The organisational divisions must work on the common definition of sustainability to embed the key messages of sustainability. Therefore, the managers of the organisations focus to build up the effective communication so that the stakeholders can have the ethical choices to maintain the sustainability. Finally, the third aspect of the sustainable communication is the inconsistency in holding the consumer engagement. The customers share their feedback on social media pages and the consumers also share their bad experience with the organisation. Each of the business organisations has their own requirements to show the individual coherent story. The PR team of the organisation needs to maintain the feedback of the customers and increase the customer engagement.
Corporate social responsibility used in communication for sustainability
Sustainability is an expression which shows the production and consumption patterns to build up the society where the people and environment both reside. The organisational managers share the sustainable activities to the customers and this sharing is the part of the communication process. First of all, the organisational marketing team can share the experience of the sustainable activities through CSR reports and sustainability reports of the organisations. These reports tell the customers and the stakeholders of the organisations about their activities and the statistics. Many of the private and public actors are committed to the path of telling to the customers about their sustainability (Elving et al. 2015). These reports have images and the figures to show the strategic and ethical considerations of the organisations. The sustainable report of the organisation creates the public awareness regarding the well-established message of the organisation. In addition, the organisation can also show the activities through the social media pages and the storytelling of the organisation rises with the time. As stated by Lim and Greenwood (2017), the mentality of the social media reality is triggered towards the simple yet complicated reality of the sustainability which attracts mainly the niche stakeholders. Social media communication is an uprising because it presents the chance of empowering the audiences and the community. Social media driven change of the organisation is easy to comprehend and it provides the chance to the customers and stakeholders to get connected and amplify the social voices of the organisation and the customers and stakeholders get to know about the sustainable choices of the organisation.
The organisations seek the corporate social responsibilities that fit the business strategy of the organisation. For example, the mine business companies seek the CSR strategy which would reduce the emission control to the community people. The organisation needs to research and communicate to the stakeholders of the allocated resources before deciding the CSR activities. As stated by Schwartz (2017), the organisations emphasise the CSR commitment and these commitment impacts on fostering the consumer advocacy. In addition, the organisations also seek the credibility to support the external communication along with the independent nature of communication which is controllable from the organisation’s end. In addition, the organisational management encourages the employees and the customers to start word-of-mouth publicity as CSR communication strategies strive for the stakeholder engagement. The organisations should monitor the stakeholders so that the organisational management can prioritise on the undertaking issues through initiatives and support. Finally, the organisational communication towards understanding the stakeholders’ perception of the business industry in which the organisations operate. For example, the organisations can shift from using the paper works towards using the digital technology. This shifting of the technologies is helpful to have the impact on the effectiveness of CSR communication.
Sustainability of an organization’s communication activities
Managers need to create some effective interaction with their customers and employees so that power relation can be mitigated through the process and sustainable approach in the company will sustain. In the case of a promotional aspect, the company need to promote their touch points to their customers so that they feel good remarks from the company and also believe the sustainable condition of the company (Verma 2013). There are some activities that the company align with the process of communication so that sustainable actions are created through this.
The selection of the right place to promote their products is the first activities that most of the companies have done. The approach of sustainability wants to reach to the customers in the online or offline process so the customer feels their process right for them as well. There are some events as well and taking part in those events will initiate by the companies so that product or service movement of the company in case of gathering more revenue will sustain (Yuningsih & Mulyana 2017). As sustainability is continuing rather than complete-able, it’s important to identify development to stoke incentive.
The use of technological advancement is another communication activities in this organization sustainability. CSR will take care of customers’ feedback and their problems and limitations to engage the product and services. The use of mailing chain create instead of paper works are one of the activities. The use of intranet, email, messenger or a complete different portal for the company will helpful for the company and better communication will be formulated through the process.
The process of creativity in different activities is also considered as sustainability process. The engagement in employees’ community and showcase the good aspect of creativity through the promotional media is the key approach of marketing (Zulch 2014). The marketing approach will maintain a balance with stakeholders, PRs, managers and customers as well. The approach of the company will be targeting to the right customers, who have the loyal mentality to their service and products. The approach will be innovative and sales representatives are highlighting those approaches so that better outcome can be drawn through the process.
Proactive employees’ communication with customers in case of the offline communication process is considered one of the challenging aspect of dealing. There are some training and development facilities will be given through the process thus effective cost procedure will be applicable in this case (Ruck & Welch 2012). The major investment of creditability is there and that highlights the communication sustainable process.
Conclusion
Therefore the report can be concluded that management communication for the sustainable development of the organization is helpful for the long-term business acceleration. The corporate social responsibility of an organisation leads towards sustainability for the organisation, environment and for the community. In case of doing business in long-term run transparency in business is important and that will evaluate the information and initiate works to encourage the process.
References
Andreu, L, Casado-Díaz, A.B & Mattila, A.S, 2015, ‘Effects of message appeal and service type in CSR communication strategies’. Journal of Business Research, 68(7), pp.1488-1495.
Chaudhry, V 2016, ‘Corporate social responsibility and the communication imperative: Perspectives from CSR managers’, International Journal of Business Communication, 53(4), pp.419-442.
Crane, A & Glozer, S 2016, ‘Researching corporate social responsibility communication: Themes, opportunities and challenges’, Journal of Management Studies, 53(7), pp.1223-1252.
Elving, WJ, Golob, U, Podnar, K, Ellerup-Nielsen, A & Thomson, C 2015, ‘The bad, the ugly and the good: new challenges for CSR communication’, Corporate Communications: An International Journal, 20(2), pp.118-127.
Golob, U, Verk, N, Ellerup-Nielsen, A, Thomsen, C, Elving, WJ and Podnar, K 2017, ‘The communicative stance of CSR: reflections on the value of CSR communication’, Corporate Communications: An International Journal, 22(2), pp.166-177.
Lim, JS & Greenwood, CA 2017, ‘Communicating corporate social responsibility (CSR): Stakeholder responsiveness and engagement strategy to achieve CSR goals’, Public Relations Review, 43(4), pp.768-776.
Ruck, K and Welch, M 2012, ‘Valuing internal communication; management and employee perspectives’, Public Relations Review, 38(2), pp.294-302.
Schwartz, MS 2017, Corporate social responsibility, Abingdon, Routledge.
Song, Y, Lin, B, Tian, Y, Ding, N, He, R & Zhao, T 2015, August, ‘Heterogeneous roadside unit placement in eco-sustainable communication networks for intelligent transportation’, In Frontier of Computer Science and Technology (FCST), 2015 Ninth International Conference on (pp. 214-219). IEEE.
Verma, P 2013, ‘Relationship between organisational communication flow and communication climate’, International Journal of Pharmaceutical Sciences and Business Management, 1(1), pp.63-71.
Yuningsih, A & Mulyana, D 2017, ‘Communication pattern and skill of leaders in private university management’, Mimbar: Jurnal Sosial dan Pembangunan, 33(1), pp.166-173.
Zulch, BG 2014, ‘Communication: The foundation of project management’, Procedia Technology, 16, pp.1000-1009.
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