Internal communications and corporate culture. Strategic level.

Merch Scholarship

Home

Programs

Executive Development Programs

Strategy

Internal communications and corporate culture. Strategic level.

all programs

dates of programs start

9/6/2025

Format

2 modules 2 days each

10:00 - 18:00

cost

36 000 uah

Internal communications and corporate culture. Strategic level.

From Mission and Values to Dialogue and Engagement.

Ask a question

about program

The structure of the program

Faculty

Program's Target Audience: managers and business owners who decide

how to properly inform the top management and employees about "where we’re heading and why"

how to set up a coordinated interaction between different departments and functions of the company

how to approach communication systematically and ensure communication of current and correct information, as well as timely feedback

understanding of the objectives, opportunities, and roles of internal communications in achieving various organizational goals across business, governmental, and nonprofit sectors

knowledge of the components of internal communication systems, including the roles of top management, organizational values, culture, communication channels, events, and middle management in ensuring effective operations

approaches and tools for formulating and conveying the organization's mission, values, culture, and achievements to employees

insights into identifying organizational culture and building effective communications that consider its nuances

foundations of planning, implementing, and evaluating internal communications, taking into account generational differences and leadership styles

criteria for selecting approaches to organizational transformation

The structure of the program

Module 1

Internal communications as "internal circulatory system": values, culture, labor market trends

June 09-10, 2025

Key trends in internal communications in Ukraine and globally.
The role of internal communications in supporting organizational strategy: objectives, value, opportunities, and limitations.
Key functions and roles involved in creating and maintaining internal communication systems in business.
Transmitting mission and values through internal communications: purpose, frequency, and formats.
Addressing situations where values "do not work": how values influence employee engagement and the types of engagement that exist.
Employee security levels during wartime—calibrating the scope and topics of internal communications.
Goal setting for internal communications: how they impact business outcomes.
Linking employee interests with business objectives: algorithms and communication approaches.
The influence of corporate culture on internal communications and its formation around dominant values and behavioral patterns within the organization.
Classification of organizational cultures according to Beck and Cowan's Spiral Dynamics theory, where culture reflects the actual values of leadership and the majority of employees.
The role of leaders in effectively conveying goals to employees within the internal communication system (specifics for business, governmental, and nonprofit sectors).
Understanding organizational reputation, its origins with owners and top management, and how it determines the effectiveness of internal communications.
The role and place of employer branding in a business's reputational profile, its components, and the role of employees in building or damaging the employer's reputation.
Functioning of multi-generational teams: differences in worldview, goal setting, management, employer expectations, and choices of communication channels and formats.
Distributive, procedural, interactional, and interpersonal justice—how perceptions of fairness in employer-employee relations affect productivity.
Corporate media: features, formats, effectiveness. Dialogical formats of internal communications.
External forums and social networks as channels for internal communications.
Common internal communication issues that management should be aware of.
Case study on establishing connections between organizational goals, employee interests, attitudes and behaviors (values), and internal communication messages.

Module 2

Leadership, middle management, channels, veasurement

June 23-24, 2025

Differences between leadership and management: identifying the presence of leadership within an organization.
Ten key types of leadership and their impact on the selection of communication and motivation tools and approaches: transactional, transformational, charismatic, paternalistic, bureaucratic, demanding, affiliative, democratic, leader-member exchange, and servant leadership.
Middle management in the organization: role, engagement, and features of building internal communications with their assistance; templates for assessing middle management capabilities.
Common mistakes in internal communications during change implementation.
"Toxicity" in teams: definition, causes, eight manifestations of toxic behavior in organizations, and strategies for addressing them.
Proper "packaging" of changes: leitmotif, narrative, strategy, plan, channels, content, and measurement of results.
Specifics of communicating unpopular measures: staff reductions, market downturns, and others.
Effective employee involvement in change processes and strategies for addressing low engagement (antagonism or mutual reinforcement of changes and organizational culture).
Setting goals and metrics for researching values, culture, and internal communications, and correctly interpreting the obtained results.
Planning and implementing changes based on research results, including involving business leadership.
Strategies when employees are unwilling to provide feedback or provide inaccurate feedback.
Collecting feedback in companies lacking prior research or employee surveys.
Types of internal communication channels and their distribution according to objectives.
Formal and informal internal communication channels, optimal "mix," features, and recommendations.
Minimum necessary set of channels to maintain internal communications within an organization.
Corporate resources (media, intranet, social media groups): functionality, content creation approaches, and employee engagement strategies.
Case study on developing recommendations for changing organizational culture and explaining new work approaches to employees (transforming destructive culture at the middle management level).

Faculty

Maryna Starodubska more details

Adjunct professor

Viktoria Sydorenko more details

Visiting professor

Olena Kukhar more details

Visiting professor

Kateryna Duboyska more details

Diana Kladova more details

cost

36 000 uah

Apply for the program

Let me know about next date

For more information about the program, please contact

Olha Shevel

EDP program manager

Call:

+38 (098) 552 44 24

Write:

[email protected]

Featured podcasts and articles

Подкаст