Organisational settings. Refer to Cutlip, Center & Broom

Transcription

1 Organisational settings Refer to Cutlip, Center & Broom

2 Origins within organisations Often unintended & humble beginnings Or crisis situation Often mismatches between size of organisation & size of PR dept Diverse types of structure, place of function

3 Establishing a PR dept Position on chart & relation to top management often related to origin Example: from low-level communication support function to integral part of management team To stay on management team, must contribute to achieving organisational goals & demonstrate accountability

4 Retaining outside counsel May also begin in unexpected ways Success in follow-up may lead to continuing & expanding relationship May pay monthly retainer fee + special projects (agreed hourly or fixed fee) May have very close client-agency relationship Risk of friction (availability, charges)

5 PR starts with top management Organisation's reputation derives substantial part from behaviour of senior officials PR staff provide counsel & communication support Examples: Perrier, Exxon, TWA, Johnson & Johnson, Texaco PR credibility starts with management's integrity & socially responsible actions

6 Conditions for long-term success Commitment to & participation in PR Retention of competent PR counsel Incorporation of PR perspectives in policy making Two-way communication with both internal & external publics Coordination of what is done with what is said Clearly defined goals & objectives

7 Perhaps in more than any other relationship among senior executives in a company, the chemistry that exists between the CEO and the senior public relations executive is most critical. If things are working as they should, the public relations person is given the unique opportunity to become the CEO's loyal opposition, the one who, behind closed doors, can say, If you do this, you are making a huge mistake. Former head of PR at J&J

8 Staff role PR = staff function that advises & supports line managers who have responsibility & authority to run the organisation Line-staff management model Line functions include product- and profitproducing functions (engineering, production, marketing) Staff functions advise & assist line executives (finance, legal, HR, PR)

9 What management can expect from PR staff Loyalty Counsel on PR aspects of decisions Skill in articulating principles & in enhancing public understanding of the organisation Inspiration to help all members do their best Influence in restraining other members from saying or doing anything detrimental to organisation's welfare Character honesty, trustworthiness, discretion

10 What PR can expect from line management Positive PR leadership Support of approved communication policy Strategic plans embracing all policies & programmes Adequate budget to do the job, including funds for adequate public opinion research, analysis & programme evaluation Reasonable availability for consultation & for public appearances

11 Internal dept Advantages Team membership, Knowledge of the organization Economy for ongoing programs Availability

12 Internal dept Disadvantages Loss of objectivity Domination by and subservience to others in the organization Confused mission and roles.

13 IABC - Excellence Study 2002 Determinants of PR effectiveness Empowerment of the function - senior PR executive is part of dominant coalition & involved in strategic planning Communicator role PR unit is headed by someone able to enact manager role (vs. technician role) Organization of the function an excellent PR unit integrates all subparts of function into single dept Model of PR the dept reflects the two-way symmetrical, or mixed-motive, model of PR.

14 External counsel - Advantages Variety of talents & skills, Objectivity Range of prior experience Geographical scope of operations Ability to reinforce & upgrade internal staff efforts Flexibility Reputation.

15 External counsel - Disadvantages Questions about cost Perceived threat to old guard and set ways Resistance to outsider advice Personality conflicts Clients lack of understanding of PR Unavailability of clients to outside counselors Counselors superficial grasp of client organization s unique problems.

16 External counsel Common methods for charging clients: Monthly retainer Minimum retainer plus actual staff time charges Straight hourly charges Fixed project fee.

17 Organisational Publics

18 Figure 6.2 Typical for-profit organisational stakeholders

19 Examples of what public relations people do Source: Fawkes 2004 Source: Exploring Public Relations, Tench & Yeomans Table 3.1

20 Examples of what public relations people do (Continued) Source: Fawkes 2004 Source: Exploring Public Relations, Tench & Yeomans Table 3.1

21 Table 5.2 Multilevel governance Source: Exploring Public Relations, Tench & Yeomans

22 Four models of public relations Source: Adapted from Grunig and Hunt 1984: 22 Source: Exploring Public Relations, Tench & Yeomans Table 8.1

23 New model of symmetry as two-way practices Source: Dozier et al Source: Exploring Public Relations, Tench & Yeomans Figure 8.2

24 Table 16.3 Old and new media relations techniques Source: Exploring Public Relations, Tench & Yeomans

25 Figure 21.3 New challenges the citadel of consumer culture Source: Exploring Public Relations, Tench & Yeomans

26 Figure 21.2 Universe of consumer public relations Source: Exploring Public Relations, Tench & Yeomans

27 Source: Exploring Public Relations by Tench & Yeomans Source: Exploring Public Relations, Tench & Yeomans