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1), yet largely in their own separate ways. 1 displays the route that each of these two functions has followed in the twentieth century, largely independently, but with a trend emerging in the 1980s, and carried on through the 1990s and beyond, that both functions should be brought together, integrated, linked, conjoined or in any way connected under the flag of a new discipline that we now know as corporate communications. 1). Ever since this development, the process of communications from organizations to these powerful publics has been based to a lesser extent on downright persuasion, and more on dialogue and relationship building.

2), there are also a number of ways in which marketing and public relations activities can complement one another. 21 The idea of integration that underlies each of these concepts, while at times having been dismissed as a buzz word or as mere rhetoric,22 has been advanced in response to a number of highly significant changes in the practice of communications management.

Viewing corporate communications as a management function also involves an understanding of the various competencies and skills that it requires of different communications practitioners, and the ‘manager’ and ‘technician’ roles that these practitioners fulfil within the corporation. Chapter 6 deals with the subject of professional roles and competencies and suggests ways in which communications practitioners can be supported in their work and development. qxd 28 10/11/2004 4:03 PM Page 28 Mapping the Field chapters of the book by combining knowledge from the theory and research domain with insights from best practice cases from organizations in the US, UK, continental Europe and elsewhere.

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