Image communication is as old as
Communicating a
winning image
James Poon Teng Fatt
The author
James Poon Teng Fatt is a Lecturer at Nanyang Business
School, Nanyang Technological University, where he
teaches Business Communication and English Proficiency.
He has conducted technical communication seminars in
Malaysia and Singapore. He also sits on several editorial
boards, recent ones being The Journal of Enterprising
Culture and Nanyang Business School’s Working Paper
Series.
Abstract
A Greek philosopher once refused to have his portrait
painted because he felt it bad enough to be condemned
with his image in which nature had imprisoned him. That
is personal image. For business, image is even more
important. As the old pun puts it, “If you don't strike oil in
a few minutes, stop boring”. Because image communi-
cates, discusses what it takes to develop a good personal
image through good appearance and investing in a
genuine sustained charm. Maps out some strategies for
companies to enhance their business image through
establishing a brand name, designing corporate identifiers,
communicating with the public and investors, projecting
an image of professionalism and competence, organizing
image-building campaigns, making ethical decisions, and
handling housekeeping.
Industrial and Commercial Training
Volume 29 · Number 5 · 1997 · pp. 158–165
© MCB University Press · ISSN 0019-7858
158
history
Image communication is nothing new. The
British once spent hours practising the
arranging of attire and hair and taking lessons
in dance and music in order to become gentle-
men. During the Renaissance, laws were
passed that prescribed which fashion could
not be worn by the lower classes so as to keep
social distinctions intact. In the fifteenth
century, the handkerchief was for a time
allowed only to the nobility. Peter the Great,
in 1698, sought to westernize Russia by
imposing a stiff tax on beards so men too poor
to pay had to cut and shave their beards.
Masters of image communication
Political and spiritual leaders are masters of
this magic of image communication. We
cannot help but feel moved by their passionate
convictions and unrelenting efforts in their
commitment to a cause. Through the way
they move the masses and the image they
communicate, they earn great names for
themselves. I am sure most of us have heard of
Ronald Reagan, Mahatma Gandhi, John
Kennedy, Robert Kennedy and Martin
Luthur King, to name a few.
We have also seen how entertainers like
Elvis Presley, Frank Sinatra, Michael Jackson
and Madonna kept their audiences glued to
their entertainment.
On the darker side, we have seen blind,
fanatical, wholehearted, unconditional devo-
tion to destructive figures like Adolf Hitler
and other world famous dictators like Presi-
dent Amin, Ivan the Terrible and Saddam
Hussein.
What these people have in common is that
they could hold people spellbound by their
image. How can we who are not political or
spiritual leaders, or entertainers, communi-
cate a winning image?
Personal image
A good appearance is a premium
everywhere
First impressions count. A good appearance is
a premium everywhere – it announces you
before you speak. Communication experts
believe that over 55 per cent of the total mes-
sage presented by a person during a first
meeting consists of that person’s appearance.
 Communicating a winning image
James Poon Teng Fatt
Future communication will not occur if the
individual makes a bad first impression or
presents a continuing negative image. The
housewife is attracted to well-labelled goods
on the shelves. People judge our business
standing by our appearance. Even our
employees should look “good”.
Of course, we can be taken in by false
appearances but when we see someone who is
careless with his or her shoes or dress, we can
pretty well judge the nature of the person. You
may say this is prejudice or we should never
judge a book by its cover. But that does not
change the way we go through life – tagged all
over, labelled with people’s estimate of us.
Personal appearance, including clothing,
hairstyle and accessories, is one of the most
important elements of the image. You can say
we have a letter of credit written on our face.
We are our best advertisement.
Invest in a genuine sustained charm
Good appearance alone is not enough. Just as
it does not pay to put good wallpaper on
crumbly plaster, we cannot apply superficial
finishing touches to ourselves without devel-
oping the charm in us. Just as polishing and
waxing our car will not add power to the car,
we need to work on the inside of the engine,
the source of the car’s power.
How then can we develop charm so that
people will find us to be music in their souls?
The charm I like to address is that genuine
sustained magic in us. It should be forever. It
should not be situational charm, that is, feel-
ing good on stage but not offstage, or feeling
good in business dealings but not on a date. It
should also not be pseudo-charm, that is,
impressing temporarily in order to accomplish
our motives.
In order to cultivate that genuine sustained
charm, the positive qualities in us must be
developed. There are people who can spend
$500 for a hairdo. I am sure we can spend £50
on a self-help book to learn about the positive
qualities and how to cultivate them. There are
also consultants who offer training and advice
on speech, interpersonal communication,
charisma, body language, manners, groom-
ing, and dress for fees that range from hourly
rates for private sessions to day seminar rates.
To enhance image in a career, employees
need to cultivate an image that enhances or
complements the one their company presents
to clients. Personal space variables should be
experimented with to determine where an
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individual feels most comfortable and how
that distance makes others feel.
The way we stand or sit can convey authori-
ty, credibility and control. Posture and bearing
tell others how people feel about themselves.
For instance, an erect, relaxed bearing promis-
es competence and confidence. Other impor-
tant factors include voice characteristics, such
as speed, loudness, pitch, tone and articula-
tion, as well as the personal possessions sur-
rounding an employee’s work environment.
Improving one’s personal image takes time
because long-developed behaviour is hard to
change. But because personal image is con-
veyed, there will never be a second chance to
make a good first impression.
Business image
Establish a brand name and ride on the
fame
Because of the brand names, McDonald’s
hamburgers and Pepsi and Coca-Cola are
consumed all over the world. And because of
the brand name, Singapore’s Old Chang Kee
curry puffs are consumed not quite all over
the world yet but as far as South Africa, New
Zealand, Japan, Indonesia and Malaysia.
So important is a brand name that Zoe Tay,
an adorable Television Corporation of Singa-
pore actress said, in a Poh Kong Chye jew-
ellery advertisement, “When it comes to
buying diamonds, I go for a name I can trust”.
Branding is not just a name but a commu-
nication that defines competence, standard
and image to customers. It speaks familiarity
and credibility, so spend time to learn why
people select your products or company or
why they do not. Research has shown that
consumers link brands of products and ser-
vices with specific social classes.
Examine your brand personality. Is it
serious or humorous (like Kiasu comics)?
Choose a brand personality that delivers the
greatest potential, long-term benefit. Then
use it in all media presentations. But do not
ever change your brand personality because
this confuses people in the way that split
personality does.
Carry your business name and image
through letters, memos, reports and
logos
The most visible and familiar components of
corporate identity are the company’s name,
symbol and logo.
 Communicating a winning image
James Poon Teng Fatt
The design of these corporate identifiers is
usually taken seriously. Corporate identity
firms interview key personnel to understand
corporate structure and goals as well as the
organization’s vision of where it is heading.
For example, Miller Communications
(Boston, MA) created the name for Compaq
Computer Corporation, which helped the
company to realize the greatest growth
(Wathen, 1986).
The name and logo can help to project a
company’s image as they are the first impres-
sion made on prospects. Brochures can also
play an important role in stating the case for
doing business with a company. They can be
used to introduce a company to new accounts
or introduce a full line of products and ser-
vices to existing accounts. Therefore, use the
latest desktop publishing tools to make your
company’s stationery and publications project
a winning image.
Form letters are arguably the most power-
ful pieces of paper to leave corporate mail-
rooms today. A form letter can destroy an
organization’s image, undo months of sales
effort, and spark lawsuits. For example, an
insurance company sent a form letter to group
benefits managers that began with “Gentle-
men”. A female benefits manager replied that
she found the salutation very offensive.
Communicators should keep in mind that
the line departments that typically draft form
communications are often judged primarily
on the quantity and speed of their work with-
out reference to larger corporate goals. Form
letters can be remade into positive statements
about the organization through:
• a tone based on plain English;
• no legalese;
• good grammar and spelling;
• responsiveness to desired information;
• answerability; and
• consistency with other company public
relations efforts.
Do you know that an average reader spends
between 20 seconds and two minutes reading
an annual report? This underscores the need
to make the report accessible, innovative and
appealing so that it will leave a favourable
impression. It is important to design an annu-
al report with clarity and honesty to demon-
strate your company’s financial soundness
and awareness of the future and what needs to
be done to compete. A prime audience, the
individual shareholder, is courted through the
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annual report as companies seek to build
loyalty, especially in times of takeover bids.
Finally, correspond with customers to ask
for their opinions to make them feel
important.
Maintain open lines of communication
with the public and investors
Recently, in the tussle between Aztech and
Creative, Aztech was reported in the press as
not being timely and forthcoming in releasing
information to the public. It is important to
project an image of control, especially in times
of crisis, by emphasizing the positive news
while being honest and open.
Technology-oriented companies need
media and investor relationships to attract
funding and win public approval. Although
there is now a greater awareness of technology
and its value, there is also a need to communi-
cate to people with different levels of knowl-
edge. Complex issues must be made clear and
products and issues placed in perspective.
Biotechnology is an example of how media
and investor relationships integrate with
corporate marketing strategy. In the late
1970s and early 1980s, large amounts of
money were invested in the high-tech industry
but no significant products appeared on the
market. This required the transfer of com-
plex, accurate and detailed information to
investors and the establishment of a long-term
relationship with those investors to maintain
investor confidence.
Project an image of professionalism and
competence through telephone
communication
A company’s image can be destroyed quickly
by poor telephone communication, especially
since most customer complaints tend to
centre around courtesy on the telephone. Also
do not forget that the first contact that people
have with a company is through the
telephone.
Employees who conduct business on the
phone should be instructed to treat all callers
as they would friends and should make even
irate callers feel welcome. Employees operat-
ing telephones should answer no later than the
fourth ring, since nothing is more frustrating
to a caller than waiting for someone to answer.
Calls should not be a surprise; pencils and
paper should be ready when calls are received,
and order blanks, if used, should be next to
the phone. Callers should be told who is
 Communicating a winning image
James Poon Teng Fatt
answering the phone, and caller identities
should be requested, not demanded. Those
answering the phone should listen accurately
and take notes to increase comprehension.
Employees should speak slowly and softly and
should paraphrase to assure callers that they
are being understood. Good telephone skills
are necessary for every member of the organi-
zation.
When a voice mail answers your call, plan
what you will say, speak clearly and slowly,
being brief and meaningful, and eliminate the
need for a return call.
Service
Serving customers should be as much a joy as
receiving cash. Members of a company’s sales
team are like ambassadors. The truth of a
salesperson’s image exists in the perception of
the prospect. The image to project to a client
is one of formality, to look like a professional
and to sound like one.
In a recent article entitled “Service not beri
good” in No. 27 of the November issue of
Smart Investor, the author lamented on the
lack of quality in service and gave an account
of how at Swensen’s two years ago he was told
by an apologetic young waitress that accord-
ing to a management circular, she could not
give customers extra sauce. Even the manager
gave the same response. Since then, the
author never stepped into a Swensen’s eatery
again and also never bought ABR shares
during the takeover frenzy last year.
Yet another hilarious story about service
appeared in the New Straits Times of 22
November 1996. The writer of this letter,
entitled “Feather in fried chicken wings inci-
dent at cafè” was first angered by the slow
service. When he complained about a feather
stuck to a piece of the chicken wings, the
manager remarked, “Chickens have feathers,
what!” In response to his blank stare and
adding salt to his wound, the manager reiter-
ated, “Anyway, the chicken has been deep
fried and cooked in oil and the germs are
killed. If you do get diarrhoea, you can come
and see me”. With that, the manager scooted
off.
Organize image-building campaigns
Organize image-building campaigns like those
by Marks & Spencer (UK) whose four-point
communication strategy to build a high profile
with the media is media relations, events,
publications, and advertising. Marks &
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Spencer, which controls 16 per cent of the
UK clothing market, always includes price in
its advertisements but never focuses on it. A
greater focus on price only undermines store
loyalty and causes consumers to shop around.
Conduct seminars not solely for product or
sales solicitation but to present factual and
current information.
Organize plant tours or open house to give
visitors an opportunity to meet top manage-
ment and inspect your company’s facilities in
a relaxed, informal atmosphere. Tours gener-
ally consist of guided walks through company
premises, with stops for presentations,
demonstrations, exhibits and refreshments.
Demonstrations are usually given by key
operational managers, while tour guides
provide general information.
Several different plant tours can be con-
ducted, depending on the firm’s objectives.
For example, a sales tour can enable the
salesforce to provide current and potential
customers with information about new or
improved products, while a public relations
tour can be held when the company is
involved in a newsworthy event.
Careful planning of a plant tour is impor-
tant and should involve:
• selection of a steering committee;
• tour promotion;
• plant preparation; and
• hospitality arrangements.
Participate in road shows and trade shows to
project your corporate image. Select the
shows that provide the best audiences of
prospective buyers for your products. Then
develop compelling exhibits and support
materials. The most important objective is to
define the goal of participation.
Be charitable and sponsor events. The
founder of McDonald’s, Mr Ray A. Kroc,
once said, “If you are going to take money out
of a community, give something back”.
Indeed, McDonald’s is involved extensively in
community work. For example, the Ronald
McDonald Children’s Charities (RMCC)
Fund, a charity partnership formed between
McDonald’s and the Community Chest, has
helped more than 84 children with financial
grants worth more than $320,000. Funds are
raised through the sale of McDonald’s Happy
Meals, contributions from the McDonald’s
family, McDonald’s suppliers, and personal
donations from the public. The other charita-
ble effort by Mcdonald’s is the McCare pro-
 Communicating a winning image
James Poon Teng Fatt
gramme. McDonald’s staff and crew organize
regular visits to various children’s wards in
local hospitals. In October 1988, the National
University Hospital (NUH)/Ronald Mcdon-
ald Children’s Dialysis Programme was
launched. This is a home-based dialysis pro-
gramme which allows children to lead normal
and active lives at home and in school. When
it comes to charity, McDonald’s has a
charitable heart.
Events should be chosen that are compati-
ble with the company’s image. For example,
Volvo is sponsoring sporting events to
improve its image in competition with other
sports cars. Sponsoring should be a long-term
investment, such as Cannon sponsoring the
Olympics for years (Stanton, 1986).
In all these image-building campaigns, use
corporate videos. Even a good, creative low-
cost producer will be able to make a message
stand out as an effective communication tool
that your company will be proud of. If funds
are available, set up an in-house audiovisual
department. For example, Quaker Oats Com-
pany in Chicago, Illinois, has an in-house
audiovisual (AV) outfit that produces cost-
effective, high-quality AV services ranging
from slide presentations to video and multi-
image shows. When possible, Quaker employ-
ees are used in training and internal commu-
nication films (Siragusa, 1986).
Make ethical decisions
Bad decisions can hurt the company in the
marketplace and tarnish a company’s image,
especially if its employees are known for
unethical practices. Remember that no cus-
tomer likes to be shortchanged. Making
ethical decisions can be costly as in retracting
a product from the shelves if it is found to be
faulty. This has happened to soft and mineral
drink companies. The latest case of Mad Cow
disease attests the importance of ethical deci-
sions.
Handle housekeeping
According to Franklin Becker, author of
Successful Office, the office is like a second skin
that conveys a company’s image while reflect-
ing a company’s values, abilities and personal-
ity.
A professional look is the safest image for a
work environment. Furniture placement
affects perception of status, conversational
distance, and conversational flow. For exam-
ple, a linear arrangement of space promotes
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passiveness by discouraging interaction. A
superior-subordinate arrangement is a highly
authoritative arrangement, one that is espe-
cially effective when the superior knows exact-
ly what questions to ask and what information
is to be elicited during the conversation. The
equal-co-operative type of communication
unit reflects the opportunity for equal involve-
ment; as long as the participants remain in the
circle or semicircle, conversation is encour-
aged. Each communication unit type can be
adapted for different areas of the same office
to promote the most effective flow of commu-
nication.
Carefully chosen furnishings and decor can
make office environments effective places to
work. A modestly decorated lobby should
have plants and framed pictures. Co-ordinat-
ed furniture makes customers feel comfort-
able. Too much clutter on the desks may
convey lack of professionalism, as with talking
across the desk, which creates barriers.
Finally, waiting visitors should be checked
frequently so that they do not feel left out.
Communicating is a part of image
building
We can use choice words to enhance the visual
image we want. We can use neutral or positive
words because words have connotations that
influence how the audience perceive us. For
example, the word “small” is neutral,
“cramped” is negative, and “prison cell” is
very negative.
With positive words, we can even overcome
any negative public perception of insurance,
for example. In insurance, there are a number
of phrases that insurance agents should abol-
ish from their sales approach. For example,
rather than the word “volume”, agents should
use “amount of insurance”. “Riders” should
be replaced with “additional insurance or
benefits”. “Premium” could be rephrased by
the more positive “investment”. Rather than
“universal life”, insurers could refer to “flexi-
ble benefits”.
Being positive or negative is like saying
good things about a place, which suggests you
like the place, and vice versa. A story is told of
a person who left his village to go to another.
In the new village, he was asked by a villager
why he had left his former village. He replied
that he did not like the people there. To that,
the villager responded, “You probably won’t
like the people here either”.
 Communicating a winning image
James Poon Teng Fatt
We can use words to express certainty to
show how strongly we feel about something.
Words like “is”, “must”, “surely”, “obvious-
ly” and “certainly” express certainty. Howev-
er, too much certainty can reveal insecurity if
there is no support. For example, a manager
who once chaired a meeting began by saying
“I’m the source of information”. This aston-
ished the staff present at the meeting and
created doubts among them as to the truth of
the statement. Also, if one were to say “I
definitely think I am the person for the job”,
others would think he or she was being too
bold.
We can use words to create images for the
buyer or seller. For example, the word “surf-
ing” appeals to teenagers while “winner” or
“you” appeal to any buyer. Using “we” in the
sense of “we’ve been doing it for 15 years”,
“concerned” to show community service or
humanitarianism, or “healthy”, create a good
image for the seller.
We can also use both words and pictures to
strengthen a message. A picture speaks a
thousand words. It functions as a visual
metaphor for the words. However, a picture
alone is non-specific and unclear. Words are
needed to anchor the meaning a picture por-
trays just like an anchor stabilizing a boat in a
fixed position, so that it does not move. This
will reduce any misinterpretation and there-
fore help to make meaning clearer. For exam-
ple, in “the sunshine of her smile”, the words
“sunshine” and “smile” anchor the meaning
of the picture of a smiling sun.
We can use colours to establish a visual
image. For example, IBM’s blue and Coca-
Cola’s red have become universally recog-
nized and are used consistently in visual
presentations.
Finally, we can present typical images of
people or ideas that people can live up to. For
example, most of the television advertise-
ments of McDonald’s emphasize emotion and
the unique McDonald’s experience. McDon-
ald’s clearly uses the combination of music,
jingles, slogans, children, animals and ordi-
nary people to promote the McDonald’s
experience. Rather then using models and
actors, which most other advertisers do,
McDonald’s prefers to use children and
ordinary people who are more natural and
able to capture the attention of the audience.
Furthermore, children form a large portion of
McDonald’s target market. Besides children,
McDonald’s also uses other age groups, such
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as senior citizens, in its advertisements
because it wants to reach out to everyone in
Singapore.
Implications for training
Image consulting
Men and women in business schools and
management training programmes are learn-
ing that, no matter how bright, industrious or
competent they are, their impact in the busi-
ness world depends a great deal on the image
they project through clothing, body language
and other external cues. It therefore pays for
companies to send their potential employees
to consultants who offer training and advice
on speech, interpersonal communications,
charisma, body language, manners, grooming
and dress for fees that range from $100 per
hour for private sessions to $1,000 for two-
day seminars. Although some may say paying
this much is not really necessary, the current
success of today’s image consultants suggests
a need for their advice.
Image consulting was virtually unheard of
as an avocation as recently as 15 years ago.
Today, however, there exist consultants who
coach executives in everything from business
protocol to scarf-tying. The variety of special-
izations is astounding. Most image consul-
tants, though, tend to concentrate on the
basics, or outward appearance – evaluating a
client’s present wardrobe, hair, and for
women, make-up. Originally, the field of
image consulting was built on the notion that
there was one correct way for business people
to dress, a theory popularized by John Molloy,
author of Dress for Success. This mind-set
ignored such considerations as fashion trends,
focusing instead on conveying the right image.
A broader notion of what constitutes the right
business image is now emerging, particularly
where women are concerned. Managers who
feel that some employees could use image
enhancement might consider hiring a consul-
tant to give a group seminar for an entire
department or division. As an example, from
a two-day executive image session, employees
can learn that the way people stand or sit
conveys authority, credibility and control.
Because employees should dress to fit the
culture of their particular organization and
industry, image training either in-house or
through outside seminars can add impetus to
a dynamic workforce.
 Communicating a winning image
James Poon Teng Fatt
Training to enhance one’s appearance
and image
Image is the sum total of all the perceptions
others have about an individual and that
individual’s capabilities. Communication
experts and social scientists believe that over
55 per cent of the total message presented by
a person during a first meeting consists of that
person’s appearance. Future communication
will not occur if the individual makes a bad
first impression or presents a continuing
negative image. Companies should, therefore,
see to it that their employees are trained or
given guidelines for improving the following
factors that affect an individual’s image:
• wear understated clothing and jewellery;
• smile;
• make eye contact;
• do not stand too close to other people or
continually back away from them;
• hold the body erect but relaxed;
• avoid nervous habits;
• take advantage of the gender factor, espe-
cially for women in upper management
roles; and
• examine the image conveyed by voice
characteristics.
Training in communications
Many communication problems arise because
professionals communicate their thinking
processes rather than the outcome of their
thinking processes. Managers need to coach
their staff members to identify key business
aspects of their assignments and to communi-
cate those aspects and tie them to the business
of the organization. Managers can help staff
members to communicate more effectively by:
• showing them that listening is a major
challenge and responsibility of the job;
• coaching them to highlight key points early
in presentations and conversations; and
• coaching them to focus by expressing one
to three key ideas clearly and establishing
friendly eye contact while delivering the
message.
Managers can also encourage staff members
to choose communication media strategically.
Those managers who help staff members
improve their communication and under-
standing of the business contribute to staff
credibility and ultimately to the organization
itself.
Above all, when it comes to business com-
munication, a programme for handling the
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form letter problem entails learning the size of
the problem, educating top management, and
drafting a policy and procedure.
Training in verbal and telephone skills
In spite of good advertising and publicity, a
firm’s image can still be ruined if communica-
tion over the telephone is not handled correct-
ly. Companies should therefore encourage the
following practices:
(1) Answer by the fourth ring.
(2) Be prepared when answering the phone
by having the proper tools on hand.
(3) Introduce oneself and/or the firm on
answering.
(4) Request instead of demanding.
(5) Listen actively and repeat, if necessary.
(6) Do not ask the caller to hold for more
than 15 seconds.
(7) Be tactful. If the customer who is calling
is angry or has a complaint, do not inter-
rupt or argue.
A uniform manner of answering calls is a way
to create a strong, consistent corporate identi-
ty. Realizing both the importance of front-line
communications and that proper telephone
behaviour requires skills, it is said that Peat
Marwick’s Heather Dawson developed a
programme to emphasize old-fashioned
phone values for 5,000 administrative
employees in 120 offices. Telephone Behaviour:
The Power and the Perils, a humorous video
starring former Monty Python member John
Cleese, was selected for the programme for its
ability to involve employees emotionally and
intellectually. Role playing followed the video,
allowing employees to share experiences and
frustrations. The three stages in phone con-
versation – the verbal handshake, getting the
message, and offering assistance – were
emphasized in the video and role playing.
Indeed, with the vast number of videos avail-
able for training, there is no excuse for over-
looking this aspect of training of staff.
Channelling into image building
Just as we can learn from McDonald’s innova-
tive move in setting up playgrounds in its
outlets selling burgers, we can also learn from
IBM Corporation, with a long history of
producing product-oriented magazines for its
customers; it has now taken a more serious
plunge into publishing with the start-up of
two issues-oriented magazines that would be
audited and carried outside advertising. The
 Communicating a winning image
James Poon Teng Fatt
customer-targeted magazines are extensions
of IBM’s communications efforts. According
to Jaben (1992), a year of research preceded
the launch of the two publications, which
address issues, solutions, and trends. Beyond
Computing: Integrating Business and Informa-
tion Technology concentrates on how execu-
tives of mid-size to large companies can inte-
grate information technology with business
strategy. Profit: Information Technology for
Entrepreneurs focuses on new and innovative
applications of technology for smaller, fast-
growing businesses. TPC, The Publications
Company, is providing a broad range of edito-
rial and production services for both maga-
zines, as well as handling advertising sales
support, but IBM maintains control over all
editorial content. With the current emphasis
on mass communication, companies must be
more prepared to address consumers’ needs
and they can do this if they invest in a well-
trained communications team, which can
then professionally handle publications and
media campaigns of all sorts to build the
image that companies desire.
Training in awareness of office design
and appearance
Finally, office appearance and atmosphere
affect the way clients, visitors, staff and man-
agement feel about the business. Managers
must, therefore, be sure that the workplace is
the best environment for the business even if
they need to be sent for some training on
office designs. Imagination and analysis by
managers with some knowledge of office
designs allow office facilities to be improved
without costly renovation. The office environ-
ment should be conducive to communication,
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Industrial and Commercial Training
Volume 29 · Number 5 · 1997 · 158–165
creation and contemplation. When assessing
the office environment, consideration should
be given to the activities that are performed
and the facilities that these activities require.
The reception area decor should project an
appropriate image, and other specialized areas
should be designed for efficient operation.
Furniture should be chosen to foster the kind
of communication needed by the organiza-
tion. Elaborate or extremely bright colours,
textures and styles should be avoided. Care-
fully chosen furnishings and decor can make
office environments effective places to work.
This is not possible without training staff on
the awareness of these factors.
Conclusion
A winning image communicates success to
the public, business associates, suppliers,
investors, and above all the customers. You
and your company will then look “good” in
their mind’s eye. This is image communica-
tion.
References
Gerardi, J. (1987), “Form letters: are they costing your firm
money?”, Communication World, Vol. 4 No. 4,
pp. 26-8.
Jaben, J. (1992), “IBM’s plunge into publishing”, Business
Marketing, Vol. 77 No. 4, p. 51.
Siragusa, G. (1986), “Managing corporate theatre”,
Administrative Management Journal, Vol. 47 No. 7,
pp. 30-35.
Stanton, R. (1986), “Volvo turns back the management
clock”, Rydge’s Journal, Vol. 59 No. 7, pp. 46-8.
Wathen, M. (1986), “Logomotion”, Public Relations
Journal, Vol. 42 No. 5, pp. 24-9.