Chapter 8Strategic Management in PR          Practice       This is PR 11th Edition      Newsom, Turk and Kruckeberg
Objectives• To understand the environment of PR work• To appreciate the need to see or create the big  picture and attend ...
PR’s Role in the Organizational             Structure• Has grown with technology• Increased value of communication and abi...
Organizational Categories• Government• Profit/corporate• Nonprofit• Distinctive communication climate within  each• Each a...
Organizational Mission and              PR• Mission statements articulate what  organizations want to accomplish• PR plan ...
Mission Statements• Set tone for organization• Establish organizational character• Define parameters of an organization’s ...
Vision Statements• The way an organization wants its various  publics to view it• May include core value statements that  ...
Identifying Statements• Objective in substance• Tell what the organization is and does• Often used as the last or “boilerp...
Goals and Objectives•   Sometimes defined as synonyms•   Generally, goals are long term•   Objectives follow from goals•  ...
Publics and Organizational          Relationships• PR is responsible for an organization’s  relationships, but not for all...
Public Relations and Trust• Founded in beliefs about an organization  – Integrity (fair and just behavior)  – Dependabilit...
Monitoring, Measuring, Reporting• PR is the best monitor of what is or isn’t happening• PR is well situated to evaluate ho...
Good Public Relations           Management• Is strategic• Reports directly to senior management• All PR functions are inte...
Good Public Relations         Management (cont.)• Two-way symmetrical model of PR is used• A symmetrical system of interna...
Issues Monitoring and Managing        for Organizations• Watching the global horizon for issues is  one of the most import...
Planning and Managing PR Work• Helping develop a formal mission statement• Counseling management on publics and  strategie...
Strategies for Planning and           Problem Solving• RACE formula (Marston)  – Research  – Action  – Communication  – Ev...
Strategies for Planning and   Problem Solving (cont.)• ROSIE (Broom and Dozier)  – Research  – Objectives  – Strategies  –...
Procedures for Handling a                Problem•   Define, identify problem•   Perform situation analysis•   Set program ...
PR Departments as Source and          Resource• PR can supply information and work to  other divisions of an organization•...
Managing and Working with PR            People• PR people are creative, work under  continuous pressure, face frequent cri...
PR and the Global Perspective• Some business principles in other parts of  the world conflict with personal beliefs,  valu...
Using a Public Relations Firm• Know and understand its structure and size• Know and understand what the contract  says reg...
Transparency and           Translucency• Complete transparency not always possible  – Gives facts that may not be the same...
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Chapter8

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Chapter8

  1. 1. Chapter 8Strategic Management in PR Practice This is PR 11th Edition Newsom, Turk and Kruckeberg
  2. 2. Objectives• To understand the environment of PR work• To appreciate the need to see or create the big picture and attend to details• To interpret PR’s role in terms of the organization’s purpose• To develop or strengthen and support strategic communications• To provide counsel and creative services as a member of the management team This is PR 11th Edition Newsom, Turk and Kruckeberg
  3. 3. PR’s Role in the Organizational Structure• Has grown with technology• Increased value of communication and ability to handle crises• Considered essential, not optional• Valued for its strategic contributions to solving problems, recognizing issues, advising management on how to handle problems and issues• Parallels between profit and nonprofit sectors This is PR 11th Edition Newsom, Turk and Kruckeberg
  4. 4. Organizational Categories• Government• Profit/corporate• Nonprofit• Distinctive communication climate within each• Each also has a distinct culture that reflects its values This is PR 11th Edition Newsom, Turk and Kruckeberg
  5. 5. Organizational Mission and PR• Mission statements articulate what organizations want to accomplish• PR plan must begin with taking into account an organization’s mission and purpose• PR has a role in evaluating, revising, writing the organizations mission statement This is PR 11th Edition Newsom, Turk and Kruckeberg
  6. 6. Mission Statements• Set tone for organization• Establish organizational character• Define parameters of an organization’s activities This is PR 11th Edition Newsom, Turk and Kruckeberg
  7. 7. Vision Statements• The way an organization wants its various publics to view it• May include core value statements that suggest ethics of the organization This is PR 11th Edition Newsom, Turk and Kruckeberg
  8. 8. Identifying Statements• Objective in substance• Tell what the organization is and does• Often used as the last or “boilerplate” paragraph in a news release This is PR 11th Edition Newsom, Turk and Kruckeberg
  9. 9. Goals and Objectives• Sometimes defined as synonyms• Generally, goals are long term• Objectives follow from goals• Objectives are short term efforts to achieve longer term goals This is PR 11th Edition Newsom, Turk and Kruckeberg
  10. 10. Publics and Organizational Relationships• PR is responsible for an organization’s relationships, but not for all of an organizations products, projects, programs and activities• Good long-term relationships are critical• Components of relationships are a major factor in determining satisfaction: control, trust, commitment, exchange, communality This is PR 11th Edition Newsom, Turk and Kruckeberg
  11. 11. Public Relations and Trust• Founded in beliefs about an organization – Integrity (fair and just behavior) – Dependability (does what it says it will do) – Competence (has the ability to do what it says it will do) – Communal relationship, not just an exchange This is PR 11th Edition Newsom, Turk and Kruckeberg
  12. 12. Monitoring, Measuring, Reporting• PR is the best monitor of what is or isn’t happening• PR is well situated to evaluate how different publics are responding to various actions, messages, etc.• PR must evaluate its own efforts, results, cost effectiveness and the match between self perception and what publics think• PR must evaluate role of social media This is PR 11th Edition Newsom, Turk and Kruckeberg
  13. 13. Good Public Relations Management• Is strategic• Reports directly to senior management• All PR functions are integrated within one unit or are carefully coordinated• PR is a separate management function• PR is headed by a manager, not a technician This is PR 11th Edition Newsom, Turk and Kruckeberg
  14. 14. Good Public Relations Management (cont.)• Two-way symmetrical model of PR is used• A symmetrical system of internal communication is used• The staff is comprised of PR pros• There is diversity of race, gender, ethnicity• Organizational context for excellence exists (participatory, not authoritarian)• Public relations serves as counsel to management This is PR 11th Edition Newsom, Turk and Kruckeberg
  15. 15. Issues Monitoring and Managing for Organizations• Watching the global horizon for issues is one of the most important functions of strategic PR management• Environmental scanning, with environment broadly defined• Risk management• Identifying issues, then monitoring them, then keeping management aware This is PR 11th Edition Newsom, Turk and Kruckeberg
  16. 16. Planning and Managing PR Work• Helping develop a formal mission statement• Counseling management on publics and strategies to reach objectives• Monitoring the environmental• Hiring good talent, both internally and externally• Budgeting resources (not just money) This is PR 11th Edition Newsom, Turk and Kruckeberg
  17. 17. Strategies for Planning and Problem Solving• RACE formula (Marston) – Research – Action – Communication – Evaluation• ROPE formula (Hendrix after Cutlip and Center) – Research – Objectives – Programming – Evaluation This is PR 11th Edition Newsom, Turk and Kruckeberg
  18. 18. Strategies for Planning and Problem Solving (cont.)• ROSIE (Broom and Dozier) – Research – Objectives – Strategies – Implementation – Evaluation This is PR 11th Edition Newsom, Turk and Kruckeberg
  19. 19. Procedures for Handling a Problem• Define, identify problem• Perform situation analysis• Set program goals• Identify publics• Set program objectives• Plan action program for each public• Set media and message strategies• Implement the program• Evaluate the program• Provide program recommendations This is PR 11th Edition Newsom, Turk and Kruckeberg
  20. 20. PR Departments as Source and Resource• PR can supply information and work to other divisions of an organization• PR can provide advice and feedback to all levels of the organization• PR is an important source of information to internal and external audiences• PR internally prepares backgrounders, position papers, crisis plans and reports This is PR 11th Edition Newsom, Turk and Kruckeberg
  21. 21. Managing and Working with PR People• PR people are creative, work under continuous pressure, face frequent criticism because their work is so visible• PR people are often more committed to their profession than to their current organization• PR people communicate better with an organization’s publics than with each other This is PR 11th Edition Newsom, Turk and Kruckeberg
  22. 22. PR and the Global Perspective• Some business principles in other parts of the world conflict with personal beliefs, values of US practitioners• Constant attention needs to be paid to messages, nuances to be sure we are not imposing our values and views on others• Government and global relationships can impede understanding This is PR 11th Edition Newsom, Turk and Kruckeberg
  23. 23. Using a Public Relations Firm• Know and understand its structure and size• Know and understand what the contract says regarding chargeable and nonchargeable expenses• Realize that the larger the firm, the more specialized each person on the team will be This is PR 11th Edition Newsom, Turk and Kruckeberg
  24. 24. Transparency and Translucency• Complete transparency not always possible – Gives facts that may not be the same thing as truth – Information can be taken out of context – May cause emotional damage unnecessarily• Translucency reason to not tell everything – Support for being authentic This is PR 11th Edition Newsom, Turk and Kruckeberg

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