chapter 2

1. PHASE 1- STEP 2 (CHAPTER 2):
ANALYZING THE ORGANIZATION
By Jasmine Morris

2. WHAT TO ANALYZE IN AN ORGANIZATION
 Analyzing the organization begins by thorough factual understanding
of the organization including performance, reputation and structure
 The second step is to do a public relations audit of the company
 A SWOT analysis in order to find the Strengths, Weaknesses,
Opportunities and Threats
 Finally, an analysis of the three major aspects of the business which
includes internal environment, public perception and external
environment

3. SELF-AWARENESS
 The primary basis of effective communication is self-awareness.
 In order to properly analyze an organization, one must be acutely
aware of what the organization is, what it does, and what it aspires to
be.
 Organizations are of various types.
 For-Profit Commercial Organizations – businesses, multinational
corporations, etc. whose sole existence is to make profits.
 Noncommercial Enterprises – charities, government and non-government
organizations, interest groups, etc. whose activities focus on advocacy and
social change.

4. MISSION, VISION, AND VALUES STATEMENTS
 Analyzing an organization also requires assessing its mission, vision,
and values statements.
 A mission statement is “a brief description of the purpose of the
company or nonprofit organization” (p 41).
 A vision statement is “a brief description of what the company or
organization aspires to be” (p. 41).
 Values Statements can be described as “a set of beliefs that drive the
company/organization and provide a framework for its decisions” (p
42).

5. A FEW EXAMPLES

6. WALMART’S MISSION AND VISION STATEMENT

7. GM’S MISSION AND VISION STATEMENT

8. SEARS MISSION, VISION, AND VALUES STATEMENT

9. THE INTERNAL ENVIRONMENT
 Niche – an organization’s specialty, or in essence the function or role
that make an organization different from other organizations.
 Structure – the overall structure of an organization; its communication
and leadership structure, its decision-making processes, processes
related to the mobilization of resources and assets, etc.
 Ethical Base – the conscience of an organization; how an organization
develops a sustainable ethical culture.
 Visibility – the extent to which people or consumers know about the
organization.
 Reputation – overall and long-term impression that people or
consumers have of an organization.

10. THE EXTERNAL ENVIRONMENT
 Analyzing an organization also requires a critical and comprehensive
assessment of its external environment.
 Supporters – people who help an organization achieve its short-term
and long-term goals.
 Competitors – rivals; essentially people, groups, or organizations who
are in the same business or activity that the organization is in.
 Opponents – people, groups, or organizations who are inherently
antagonistic to an organization’s very existence.
 External impediments limit the social, political and economic factors
and effectiveness of a public relations program

11. TYPES OF OPPONENTS
 Advocate – mild oppositionist; utilize mainly vocal tactics.
 Dissident – opposes some of the positions that the organization holds.
 Anti – opposes everything; utilize a wide array of tactics.
 Activist – one who seeks change.
 Missionary – self-righteous activist in support of a cause, normally
operating under the guise of moral imperative.
 Zealot – single-issue activist.
 Fanatic – most dangerous opponent; a zealot without the social
stabilizers.

12. REFERENCES
 Hall, R.H. Organizations: Structure and process. New York: Prentice-
Hall. 1982.
 Masaaki Kotabe, Kristiaan Helsen. GLOBAL MARKETING
MANAGEMENT. New York: JOHN WILEY & SONS, INC. , 2001.
 Smith, R.D. Strategic planning for public relations. US: Routledge.
2013.