GCCC SCMP Dumps Questions Answers

In strategic communication management, the development of a strong business case for internal communication must begin with diagnosis, not solutions. Option D is the correct answer because evaluating tools and technologies before fully understanding employee needs, behaviors, and constraints reverses the proper strategic planning sequence.

Effective internal communication strategy is audience-driven. In this scenario, the organization has a highly distributed workforce, with the majority of employees not working at desks or using computers regularly. Before considering tools, the communication manager must first understand who the employees are, how they work, what access they have to technology, and how they currently receive and respond to information. Without this insight, tool selection risks being inefficient, inaccessible, or ignored.

The other options are all appropriate early-stage activities. Speaking with peers in similar organizations provides benchmarking insight and lessons learned. Defining employee differences supports audience segmentation, which is essential in strategic communication planning. Conducting focus groups or surveys gathers primary research directly from employees, ensuring that proposed solutions are grounded in real needs and constraints rather than assumptions.

Strategic communication management emphasizes that technology is an enabler, not a strategy. Tools should be selected only after the communication objectives, audiences, and desired outcomes are clearly defined. Jumping prematurely to technology evaluation often results in costly platforms that fail to improve engagement or reach key employee groups—particularly frontline or mobile workers.

By postponing tool evaluation until after research and analysis, communication leaders ensure that any proposed solution is relevant, inclusive, and aligned with organizational realities. This disciplined, strategy-first approach strengthens the business case and increases the likelihood of sustainable improvement in internal communication effectiveness.

In strategic communication management, the first priority in a developing crisis is information gathering and situation assessment. Option B is the correct first response because it allows the communication manager to establish facts, understand the media narrative, and create space for an informed, responsible organizational response. Acting too quickly without full understanding can increase reputational risk and expose the organization to legal and ethical complications.

By calmly asking what the reporter knows, the communication manager gains insight into the scope of the information, sources being cited, and how the story may be framed. This situational awareness is critical in reputation management, particularly in sensitive matters involving alleged criminal behavior and personal conduct. Requesting time to investigate—while committing to a specific callback timeframe—demonstrates professionalism, accountability, and respect for the reporter’s deadline.

The other options reflect reactive or premature actions. Drafting a response after the story airs cedes narrative control and delays engagement. Attempting to pressure the media or invoke legal arguments immediately can escalate conflict and damage credibility. Apologizing or explaining corrective actions before facts are confirmed risks implying responsibility or guilt and may contradict later findings.

Strategic communication management emphasizes that effective crisis response follows a disciplined sequence: assess, coordinate internally, clarify facts, align with legal counsel, and then communicate appropriately. The first response should never be defensive or speculative. Instead, it should focus on understanding the situation and preserving flexibility.

By choosing option B, the communication manager protects the organization’s credibility, maintains constructive media relations, and lays the groundwork for an accurate, ethical, and well-coordinated response—key principles of effective reputation risk management.

Effective management of agency–client relationships begins with clarity, alignment, and disciplined process. The best advice in this scenario is toconduct a thorough assessment of the client’s needs and expectations, align those expectations with industry standards, and formalize them through a well-defined request for proposal (RFP). Option C reflects best practice in strategic communication management because it addresses the root causes of repeated agency failures rather than treating symptoms.

A history of poor agency performance often signals misalignment—unclear objectives, unrealistic expectations, vague scopes of work, or mismatched capabilities. Strategic communication management emphasizes that successful partnerships depend on shared understanding before contracts are signed. By conducting a diagnostic study, the consultant helps the organization articulate what success looks like, what resources are required, and how performance should be measured. This process also forces the client to examine its own role in managing agencies effectively.

Developing a detailed RFP with clear criteria ensures that agency selection is based on strategic fit, competencies, experience, and measurable deliverables—not reputation alone or cost pressure. It creates transparency, accountability, and a benchmark for evaluating performance once the relationship begins. This disciplined approach reduces inefficiencies, controls costs, and protects the organization’s reputation.

The other options are flawed. Hiring a high-profile agency without proper alignment does not guarantee success. Contract negotiation without strategic clarity repeats past mistakes. Blaming internal staff without evidence risks morale and avoids systemic issues. Strategic communication management prioritizes structure, governance, and expectation management. Option C provides the strongest foundation for rebuilding an effective, accountable, and sustainable PR agency relationship.