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Chapter 6
Communications Practitioners:

Theory and Practice

Central themes

Communications practitioners carry out a variety of tasks and activities and are often cast
in the role of technician or manager. In the role of a communications technician, a practi-
tioner focuses on the production of communications products for organizations and imple-
ments decisions made by others. In the role of a communications manager, a practitioner
is involved in strategic decisions, or helps management to do so, makes communications
programme decisions and is held accountable for that programme’s success or failure.

While practitioners can be cast in these general roles, it is important to note that all prac-
titioners enact elements of both the manager and technician roles that are simply useful
abstractions for understanding the wide range of activities that practitioners perform in
their daily work.

Both technician and manager roles are needed within practice, although for the strategic
use of communications within companies the onus lies on the enactment of the manager
role.

As a practice and occupation, communications management often has not been charac-
terized as a true profession primarily as it is judged to lack a sufficient body of knowledge,
as well as intellectual expertise and skills that are unique to it, and are also valued within
organizations and accredited by peer groups (other managers, practitioners from estab-
lished professions, etc).

Further development of the practice and occupation of communications management is
needed to enable communications to fulfil its managerial role in the strategic interests of
the organization, and is dependent on training and education, the development of a
knowledge base, a reflective approach of practitioners and a supportive organizational
environment.

6.1 Introduction

Chapters 4 and 5 have discussed the importance of the strategic use of communica-
tions within an organization, and what this requires in terms of the process of strategy