This document discusses communication planning and its nature. Communication planning involves integrating communication strategies with business planning. It is a broad concept used by various professionals to achieve goals. Effective communication planning requires both communication and planning principles. Key aspects of communication planning include conceptual tools like sender/receiver, message, medium, and effects. Current trends incorporate cross-functional approaches and integrated marketing communications. Strategic planning involves continuous updating to respond to changes through activities like reviewing the organization's mandate, developing a mission statement, and conducting a situation audit.
This document discusses the public relations process and its key components. It outlines 7 phases of the public relations process: 1) identifying the message, 2) ascertaining existing public awareness, 3) developing communication objectives, 4) creating the message and choosing media, 5) implementing the message, 6) assessing impact, and 7) redesigning the message if needed. It also discusses establishing public relations objectives, strategies, target audiences, and evaluating outcomes. The overall public relations process aims to effectively plan and execute communication initiatives to influence public opinion.
This chapter provides an overview of corporate communication. It defines corporate communication as the process of managing relationships and reputation through integrated internal and external communication. It discusses how corporate communication involves strategic communication planning to create value for stakeholders. The chapter also explains how globalization requires corporations to adapt their communication approaches to diverse international audiences.
This document discusses public relations, defining it as monitoring public attitudes and maintaining mutual understanding between an organization and its publics. It outlines the need for public relations to help organizations achieve their objectives effectively. Key components of public relations include research, planning, communication, and evaluation. The document also describes the process of developing a public relations strategy and the typical steps involved in a public relations process.
The document outlines the basic steps of communication planning:
1) Decision-making to organize a management plan for implementing the strategy
2) Setting the policy agenda by identifying targeted changes, aims, and objectives
3) Setting the communication agenda to determine how to influence change through audience analysis and messaging
4) Developing an action plan identifying activities to engage decision-makers and audiences
It also discusses tailoring communication for different audiences, using media strategically, and providing examples of national communication strategies developed in Yemen and Macedonia.
A series of actions advancing a principle or tending toward a particular end.Stages of Building Advocacy Campaign are Planning, Implementation, Execution, Evaluation.
The role of corporate communication in risk managementKaranja1927
Corporate communication plays a key role in managing risks by facilitating information sharing between an organization and its stakeholders. Effective communication can help prevent crises by informing stakeholders early on about potential issues. It also leads to better decision making by considering diverse viewpoints and increases public trust and acceptance of decisions by engaging stakeholders. The goals of risk communication are to promote transparency, improve risk analysis, foster public trust in organizations, and strengthen relationships between an organization and its stakeholders.
1. Communication is an indispensable element in human relationships that enables people to effectively build organizations and societies for survival and better living. Effective communication is important for business success as misunderstandings between management and employees can cause problems.
2. Communication is defined as the purposeful exchange of facts, ideas, opinions, emotions and information between people through common symbols to create a shared understanding. It is a two-way and continuous process involving the transmission and understanding of messages between two or more individuals.
3. Key objectives of communication in business include conveying the right messages, establishing coordination between departments, developing managerial and employee skills, maintaining good industrial relations, ensuring policies are effectively implemented, and facilitating effective planning and decision-
Communication project management approach for non govermentals by wycMarek Koziol
Publication about past project of Wrocław Youth Club Association - New communication and new technology pathways for NGO project organized with 14 different Non-Governmental Organizations from all over Europe!
This document discusses the public relations process and its key components. It outlines 7 phases of the public relations process: 1) identifying the message, 2) ascertaining existing public awareness, 3) developing communication objectives, 4) creating the message and choosing media, 5) implementing the message, 6) assessing impact, and 7) redesigning the message if needed. It also discusses establishing public relations objectives, strategies, target audiences, and evaluating outcomes. The overall public relations process aims to effectively plan and execute communication initiatives to influence public opinion.
This chapter provides an overview of corporate communication. It defines corporate communication as the process of managing relationships and reputation through integrated internal and external communication. It discusses how corporate communication involves strategic communication planning to create value for stakeholders. The chapter also explains how globalization requires corporations to adapt their communication approaches to diverse international audiences.
This document discusses public relations, defining it as monitoring public attitudes and maintaining mutual understanding between an organization and its publics. It outlines the need for public relations to help organizations achieve their objectives effectively. Key components of public relations include research, planning, communication, and evaluation. The document also describes the process of developing a public relations strategy and the typical steps involved in a public relations process.
The document outlines the basic steps of communication planning:
1) Decision-making to organize a management plan for implementing the strategy
2) Setting the policy agenda by identifying targeted changes, aims, and objectives
3) Setting the communication agenda to determine how to influence change through audience analysis and messaging
4) Developing an action plan identifying activities to engage decision-makers and audiences
It also discusses tailoring communication for different audiences, using media strategically, and providing examples of national communication strategies developed in Yemen and Macedonia.
A series of actions advancing a principle or tending toward a particular end.Stages of Building Advocacy Campaign are Planning, Implementation, Execution, Evaluation.
The role of corporate communication in risk managementKaranja1927
Corporate communication plays a key role in managing risks by facilitating information sharing between an organization and its stakeholders. Effective communication can help prevent crises by informing stakeholders early on about potential issues. It also leads to better decision making by considering diverse viewpoints and increases public trust and acceptance of decisions by engaging stakeholders. The goals of risk communication are to promote transparency, improve risk analysis, foster public trust in organizations, and strengthen relationships between an organization and its stakeholders.
1. Communication is an indispensable element in human relationships that enables people to effectively build organizations and societies for survival and better living. Effective communication is important for business success as misunderstandings between management and employees can cause problems.
2. Communication is defined as the purposeful exchange of facts, ideas, opinions, emotions and information between people through common symbols to create a shared understanding. It is a two-way and continuous process involving the transmission and understanding of messages between two or more individuals.
3. Key objectives of communication in business include conveying the right messages, establishing coordination between departments, developing managerial and employee skills, maintaining good industrial relations, ensuring policies are effectively implemented, and facilitating effective planning and decision-
Communication project management approach for non govermentals by wycMarek Koziol
Publication about past project of Wrocław Youth Club Association - New communication and new technology pathways for NGO project organized with 14 different Non-Governmental Organizations from all over Europe!
This document provides an overview of media and public relations. It defines media as the tools used to store and transmit information, including mass media such as newspapers, television, and radio. Mass media is designed to reach a large audience. The document then discusses the history of mass media, from early forms like drama and printed books to the growth of technologies allowing mass duplication like printing and film in the 20th century. It also defines the four functions of management as planning, organizing, directing, and controlling. Finally, it defines public relations as ongoing activities to ensure a company has a strong public image through media like newspapers and television.
Coca-Cola needs a strategic communication plan to rebuild its reputation and increase sales in Europe. The plan should focus on transparency and regaining consumer trust through an authentic PR campaign highlighting the company's commitment to health and sustainability. It will also launch a targeted digital marketing push and leverage influencer partnerships to reconnect with younger audiences. Finally, the plan aims to standardize messaging across all markets to project a coherent brand image.
This document discusses the importance of communication for development (ComDev) in climate change adaptation and community-based adaptation (CBA) efforts. It outlines that ComDev can help bridge knowledge gaps, facilitate knowledge sharing, strengthen stakeholder participation and ownership, and support the identification, validation and implementation of adaptation options. The document recommends integrating ComDev systematically from the start of CBA processes through strategic and participatory planning, and using appropriate traditional and new media tools at the right times.
Project Cycle and Causal Hypothesis _ Theory of Change.pptxGeorgeKabongah2
The project life cycle is the order of processes and phases used in delivering projects. It describes the high-level workflow of delivering a project and the steps you take to make things happen.
This document provides an overview of the updated RESIST 2 counter-disinformation toolkit. The toolkit aims to help communicators recognize and respond to misinformation, disinformation, and malinformation. It outlines new developments in threats, audiences, partnerships, and evaluating effectiveness. The toolkit contents include sections on recognizing manipulated information, early warning signs, situational insight, impact analysis, strategic communications, and tracking effectiveness. The document provides examples and case studies to illustrate techniques communicators can use to identify and address false information in order to protect democratic values and public safety.
The document outlines a communications plan for a company undergoing an Oracle implementation. It includes:
1) Identifying stakeholders and analyzing their needs to develop tailored messaging to help stakeholders move through stages of change acceptance.
2) Guiding principles for communications, including using a variety of channels to deliver consistent, honest messages from leaders.
3) A communications approach including stakeholder analysis, key messages for each group, and vehicles like meetings, newsletters and surveys.
4) An overview of the communications plan framework for mapping out when and how to deliver tailored information to stakeholders throughout the implementation.
The document provides an overview of Outcome Mapping (OM), a planning, monitoring, and evaluation approach that focuses on behavioral changes of boundary partners rather than linear cause-and-effect frameworks. It discusses the 7 steps of OM: 1) defining a vision, 2) developing a mission, 3) identifying boundary partners, 4) crafting outcome challenges, 5) establishing progress markers, 6) creating strategy maps, and 7) considering organizational practices. Key concepts are boundary partners whose behavior may change, and progress markers that show transformation in partners from initial to profound changes.
Effective communication is essential for project success. Project communication management involves planning communication needs, distributing timely and appropriate information to stakeholders, reporting on project performance, and managing stakeholder expectations. It is important to identify stakeholders, understand their communication requirements, and develop communication channels and methods. Face-to-face communication helps convey information more effectively compared to electronic communication alone. Developing good communication skills, running effective meetings, and using templates can improve a project's communication.
The document discusses communication in organizations. It provides definitions of communication and outlines its key elements and processes. It describes the different dimensions of communication including downward, upward, and horizontal communication. It discusses methods of communication such as verbal, written, and gesticulation. The document also covers topics like objectives of communication, barriers to effective communication, and how to overcome those barriers. Overall, the document provides a comprehensive overview of communication concepts in organizational contexts.
The Kenya Ushahidi Evaluation Project was 9-month Ushahidi evaluation project in partnership with the Harvard Humanitarian Initiative supported by the Knight Foundation. Jennifer Chan and Melissa Tully conducted research, created cases studies and toolboxes. (2011) The Uchaguzi Case Study was created by Jennifer Chan.
The document presents an engagement cycle as a conceptual framework for patient and public engagement (PPE) in healthcare commissioning. The cycle outlines key PPE activities that should occur at each stage of the commissioning process, including engaging communities to identify health needs, engaging the public in priority-setting and strategic decisions, engaging patients in service design and improvement, patient-centered procurement and contracting, and patient-centered monitoring and performance management. It provides the rationale and benefits for each activity, and suggestions for how they can be implemented to meaningfully involve patients and the public throughout commissioning.
This document provides an overview of public relations as discussed in a study unit. It defines public relations as a strategic communication process that builds mutually beneficial relationships between organizations and their publics. It describes the nature of public relations as based on open two-way dialogue and mutual understanding between an organization and its stakeholders to gain public consent. The document also distinguishes public relations from related fields like marketing, advertising, propaganda, publicity and spin doctoring.
The document provides an overview of communication and its evolution throughout human history. It discusses how communication originated from basic sounds and indications between early humans for purposes of protection, security, and cooperation. As human societies developed and wants increased, more advanced forms of communication emerged, including the development of language. Modern communication continues to evolve with advances in business, commerce, science and new audiovisual technologies. Effective communication is essential for coordination, leadership, and satisfaction in management.
The document discusses the role of communications managers during a crisis according to the British Standard BS11200. It outlines that a communications manager's regular duties are to communicate with internal and external stakeholders as the "golden source" of information. During a crisis, this role does not change fundamentally but the speed and frequency of communication needed increases greatly. Effective crisis communication requires preparation, defined roles, media monitoring, consistent messaging, and stakeholder management to minimize reputational damage. Technology can help support many aspects of crisis communication outlined in the standard.
The document discusses improving collaboration within and between organizations. It introduces a Collaboration Maturity Model that provides a scale to describe the nature and efficacy of interactions, from "conflicted" to "coordinated" to "collaborative" to "agile." The model considers factors like information distribution, shared awareness and understanding, and decision rights. The document suggests applying the model to better understand collaboration in situations like remote teams, virtual partnerships, and outsourced work.
Tapping into current trends in PublicRelationsBolaji Okusaga
This document discusses how small businesses can tap into current trends in public relations. It outlines how public relations has shifted from mass media messaging to more targeted "you media". The proliferation of new media platforms has empowered stakeholders to become more involved in the communication process. Rather than a one-size-fits-all approach, small businesses need to engage stakeholders through personalized messaging on various new media channels to build relationships.
In every society, public and private institutions and individuals undertake internal and external communication for many reasons. There is often no over-arching idea or vision to help coordinate or rationalize these various actions, probably because policy-makers and planners do not see how they can be related. A national policy on information and communication for development provides a necessary conceptual and institutional framework for the coordination.
The document discusses communications strategies and guidelines for the Global Water Partnership (GWP) network. It addresses developing a common graphical policy and brand, updating online publishing tools, strategic messaging, knowledge sharing, advocacy, and best practices for media outreach, events, and reporting outcomes. The key points are establishing a coherent global identity and communications culture across the diverse partnership to effectively share knowledge, influence stakeholders, and demonstrate the network's achievements and impact.
The document discusses the roles and functions of public relations practitioners and within organizations. It provides definitions of public relations from past practitioners, including it being the art of analyzing trends, counseling leaders, and implementing planned programs of action that benefit both the organization and public interest.
It also describes public relations as having three main roles within organizations: (1) relationship management to build and maintain relationships with key audiences, (2) image management to present a positive image, and (3) resource management to effectively allocate the PR budget. Additionally, it notes that larger organizations may have specialized PR roles, while smaller companies typically require generalists to handle varied PR needs.
Effective PR Management: Evaluating PR Managers with Quinn's Competing Values Model analyzes the necessary management roles within PR departments using Quinn's model. It explores the professional demands of modern PR practitioners in agency, government, and non-profit sectors from internal and external communication perspectives. PR has both external functions like marketing/publicity and internal roles such as building employee relations. Agencies focus externally on clients but also communicate internally during crises. Government PR aims to provide information access between groups and foster understanding through two-way communication.
This document defines and describes the key elements and principles of art, which are the basic building blocks and foundations used to create works of art. The elements include line, shape, form, space, color, texture and value. The principles include patterns, contrast, balance, emphasis, unity, proportion/scale, and rhythm/movement. Examples are provided for each element and principle.
This document provides an overview of media and public relations. It defines media as the tools used to store and transmit information, including mass media such as newspapers, television, and radio. Mass media is designed to reach a large audience. The document then discusses the history of mass media, from early forms like drama and printed books to the growth of technologies allowing mass duplication like printing and film in the 20th century. It also defines the four functions of management as planning, organizing, directing, and controlling. Finally, it defines public relations as ongoing activities to ensure a company has a strong public image through media like newspapers and television.
Coca-Cola needs a strategic communication plan to rebuild its reputation and increase sales in Europe. The plan should focus on transparency and regaining consumer trust through an authentic PR campaign highlighting the company's commitment to health and sustainability. It will also launch a targeted digital marketing push and leverage influencer partnerships to reconnect with younger audiences. Finally, the plan aims to standardize messaging across all markets to project a coherent brand image.
This document discusses the importance of communication for development (ComDev) in climate change adaptation and community-based adaptation (CBA) efforts. It outlines that ComDev can help bridge knowledge gaps, facilitate knowledge sharing, strengthen stakeholder participation and ownership, and support the identification, validation and implementation of adaptation options. The document recommends integrating ComDev systematically from the start of CBA processes through strategic and participatory planning, and using appropriate traditional and new media tools at the right times.
Project Cycle and Causal Hypothesis _ Theory of Change.pptxGeorgeKabongah2
The project life cycle is the order of processes and phases used in delivering projects. It describes the high-level workflow of delivering a project and the steps you take to make things happen.
This document provides an overview of the updated RESIST 2 counter-disinformation toolkit. The toolkit aims to help communicators recognize and respond to misinformation, disinformation, and malinformation. It outlines new developments in threats, audiences, partnerships, and evaluating effectiveness. The toolkit contents include sections on recognizing manipulated information, early warning signs, situational insight, impact analysis, strategic communications, and tracking effectiveness. The document provides examples and case studies to illustrate techniques communicators can use to identify and address false information in order to protect democratic values and public safety.
The document outlines a communications plan for a company undergoing an Oracle implementation. It includes:
1) Identifying stakeholders and analyzing their needs to develop tailored messaging to help stakeholders move through stages of change acceptance.
2) Guiding principles for communications, including using a variety of channels to deliver consistent, honest messages from leaders.
3) A communications approach including stakeholder analysis, key messages for each group, and vehicles like meetings, newsletters and surveys.
4) An overview of the communications plan framework for mapping out when and how to deliver tailored information to stakeholders throughout the implementation.
The document provides an overview of Outcome Mapping (OM), a planning, monitoring, and evaluation approach that focuses on behavioral changes of boundary partners rather than linear cause-and-effect frameworks. It discusses the 7 steps of OM: 1) defining a vision, 2) developing a mission, 3) identifying boundary partners, 4) crafting outcome challenges, 5) establishing progress markers, 6) creating strategy maps, and 7) considering organizational practices. Key concepts are boundary partners whose behavior may change, and progress markers that show transformation in partners from initial to profound changes.
Effective communication is essential for project success. Project communication management involves planning communication needs, distributing timely and appropriate information to stakeholders, reporting on project performance, and managing stakeholder expectations. It is important to identify stakeholders, understand their communication requirements, and develop communication channels and methods. Face-to-face communication helps convey information more effectively compared to electronic communication alone. Developing good communication skills, running effective meetings, and using templates can improve a project's communication.
The document discusses communication in organizations. It provides definitions of communication and outlines its key elements and processes. It describes the different dimensions of communication including downward, upward, and horizontal communication. It discusses methods of communication such as verbal, written, and gesticulation. The document also covers topics like objectives of communication, barriers to effective communication, and how to overcome those barriers. Overall, the document provides a comprehensive overview of communication concepts in organizational contexts.
The Kenya Ushahidi Evaluation Project was 9-month Ushahidi evaluation project in partnership with the Harvard Humanitarian Initiative supported by the Knight Foundation. Jennifer Chan and Melissa Tully conducted research, created cases studies and toolboxes. (2011) The Uchaguzi Case Study was created by Jennifer Chan.
The document presents an engagement cycle as a conceptual framework for patient and public engagement (PPE) in healthcare commissioning. The cycle outlines key PPE activities that should occur at each stage of the commissioning process, including engaging communities to identify health needs, engaging the public in priority-setting and strategic decisions, engaging patients in service design and improvement, patient-centered procurement and contracting, and patient-centered monitoring and performance management. It provides the rationale and benefits for each activity, and suggestions for how they can be implemented to meaningfully involve patients and the public throughout commissioning.
This document provides an overview of public relations as discussed in a study unit. It defines public relations as a strategic communication process that builds mutually beneficial relationships between organizations and their publics. It describes the nature of public relations as based on open two-way dialogue and mutual understanding between an organization and its stakeholders to gain public consent. The document also distinguishes public relations from related fields like marketing, advertising, propaganda, publicity and spin doctoring.
The document provides an overview of communication and its evolution throughout human history. It discusses how communication originated from basic sounds and indications between early humans for purposes of protection, security, and cooperation. As human societies developed and wants increased, more advanced forms of communication emerged, including the development of language. Modern communication continues to evolve with advances in business, commerce, science and new audiovisual technologies. Effective communication is essential for coordination, leadership, and satisfaction in management.
The document discusses the role of communications managers during a crisis according to the British Standard BS11200. It outlines that a communications manager's regular duties are to communicate with internal and external stakeholders as the "golden source" of information. During a crisis, this role does not change fundamentally but the speed and frequency of communication needed increases greatly. Effective crisis communication requires preparation, defined roles, media monitoring, consistent messaging, and stakeholder management to minimize reputational damage. Technology can help support many aspects of crisis communication outlined in the standard.
The document discusses improving collaboration within and between organizations. It introduces a Collaboration Maturity Model that provides a scale to describe the nature and efficacy of interactions, from "conflicted" to "coordinated" to "collaborative" to "agile." The model considers factors like information distribution, shared awareness and understanding, and decision rights. The document suggests applying the model to better understand collaboration in situations like remote teams, virtual partnerships, and outsourced work.
Tapping into current trends in PublicRelationsBolaji Okusaga
This document discusses how small businesses can tap into current trends in public relations. It outlines how public relations has shifted from mass media messaging to more targeted "you media". The proliferation of new media platforms has empowered stakeholders to become more involved in the communication process. Rather than a one-size-fits-all approach, small businesses need to engage stakeholders through personalized messaging on various new media channels to build relationships.
In every society, public and private institutions and individuals undertake internal and external communication for many reasons. There is often no over-arching idea or vision to help coordinate or rationalize these various actions, probably because policy-makers and planners do not see how they can be related. A national policy on information and communication for development provides a necessary conceptual and institutional framework for the coordination.
The document discusses communications strategies and guidelines for the Global Water Partnership (GWP) network. It addresses developing a common graphical policy and brand, updating online publishing tools, strategic messaging, knowledge sharing, advocacy, and best practices for media outreach, events, and reporting outcomes. The key points are establishing a coherent global identity and communications culture across the diverse partnership to effectively share knowledge, influence stakeholders, and demonstrate the network's achievements and impact.
The document discusses the roles and functions of public relations practitioners and within organizations. It provides definitions of public relations from past practitioners, including it being the art of analyzing trends, counseling leaders, and implementing planned programs of action that benefit both the organization and public interest.
It also describes public relations as having three main roles within organizations: (1) relationship management to build and maintain relationships with key audiences, (2) image management to present a positive image, and (3) resource management to effectively allocate the PR budget. Additionally, it notes that larger organizations may have specialized PR roles, while smaller companies typically require generalists to handle varied PR needs.
Effective PR Management: Evaluating PR Managers with Quinn's Competing Values Model analyzes the necessary management roles within PR departments using Quinn's model. It explores the professional demands of modern PR practitioners in agency, government, and non-profit sectors from internal and external communication perspectives. PR has both external functions like marketing/publicity and internal roles such as building employee relations. Agencies focus externally on clients but also communicate internally during crises. Government PR aims to provide information access between groups and foster understanding through two-way communication.
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1. THE NATURE OF COMMUNICATION
PLANNING
THE ROLE OF COMMUNICATION PLANNING
2. Learning Outcomes
Be able to identify and describe the nature of
communication planning.
Justify the conceptual tools of communication
planning.
Be able to describe the role of integrated
communication planning.
Understand how communication planning integrated
with the business planning.
Be familiar with different types of Communication
Plans.
3. The Nature of Comm Planning
⚫Comm. Planning is a broad and multi-faceted
concepts.
⚫Been used by various types of people, i. e :-
PR practitioners
Technical writers
Information campaigners
Advertising experts
Health communicators
4. The Nature of Comm. Planning
⚫Communication and Planning are two often
contrasting term if the notion of communication is
been thought as SPONTANEOUS in nature while the
idea of planning is usually connected with certain
concepts such as management, control and strategy.
⚫In order to achieve good result, both must go hand in
hand.
5. The Nature of Comm. Planning
⚫Comm planning is a term suited for the 90’s and
beyond.
⚫Comm planning consists of the following
characteristics:-
1) Work done for a short and long-term perspective
with an emphasis on long-term planning;
2) Communication efforts planned from the bottom up;
3) Communication with more general and widespread
goals;
4) Communication viewed from the receiver’s
perspective.
6. Conceptual Tools
Communication and information
Power in communication
Sender and communicator
Medium and channel
Message and content
Receiver
Effect and effectiveness
Effect and consequences
Feedback and feed forward
7. Conceptual Tools
1. Communication and Information
Many definitions of communication/information.
Two traditions of describing communication as:
↓ ↓
8. Conceptual Tools (ext.)
The transmission model looks at communication as
“The transmission of information, ideas, attitudes or
emotion from the one person to group or one another
primarily through symbols.” (Theodorson, 1969)
The mutuality and shared perception states that:
“A process in which the participants create and share
information with one another in order to reach a
mutual understanding.” (Rogers & Kincaid 1981)
9. Conceptual Tools (ext.)
2) Power in Communication
In one way process, the sender is powerful and control
the communication process. (authoritarian)
In two way process, more balanced power
relationships.
Anyway, in practices, there exist illusion of influence
and power in two way process.
10. Conceptual Tools (ext.)
3) Sender and communicator
The decision of who is to be regarded as sender is
crucial in comm. planning.
The planner is usually working for others,
formulating messages.
A planner often is the one communicating the
message and regard by the public as the real source.
While it may confusing, it can be resolved by using
the term “sender” for the initiator of the message and
“communicator” for the person who designs the
message strategy and produces the message content.
11. Conceptual Tools
4) Medium and channel
Channels is the physical means of carrying the signal
– capacity to carry information.
A medium is an intermediate agency that enables
communication to take place – mass media or
human.
Example – in a health campaign, the channels would
consist of the loudspeaker system, newsletters etc;
the hospital would be regarded as the medium.
12. Conceptual tools (ext.)
iii.
5) Message and content
Message – what is transmitted in the communication
process.
Three dimensions of message:
i. Describes a set of words or images expressed on
surface aspects.
ii. The meaning of content perceived or intended by
the individual who expresses it.
The message embodies meaning attributed to
content by the receiver.
13. Conceptual tools (ext.)
6) Receiver
The communication planner has to distinguish
between the intended receiver or the actual receiver.
We may use “target groups” but it aroused confusion.
So, we may use “target populations” for individuals
whose behaviour, attitudes or knowledge that we
want to influence directly or indirectly.
While “receiver groups” is a group for which a certain
message is intended.
14. Conceptual tools (ext.)
7) Effect and effectiveness
It is commonly agreed that mass communication
content can change attitudes and behavior.
The mass media produce “effects”.
Effectiveness is a product of goal fulfillment.
Therefore, a communication planner must identify
and analyze carefully the kinds of effects that are
intended, unintended, long-term and short-term.
15. Conceptual tools (ext.)
8) Effects and Consequences
Some communication scholars posit the result of
communication content itself are effects and the
outcomes caused by other aspects of media use are
“consequences”.
16. Conceptual tools (ext.)
9) Feedback and feedforward
Feedback is a reaction on the part of the receiver to a
sender’s communication.
For the planner, feedback is invaluable; it is a tool to
better control the communication efforts.
Feedforward is information about receivers and their
possible reaction gathered by a sender before
communicating with them. It facilitates the chances
for effective communication.
17. Comm. Planning: Current Trends
⚫Cross-functional approach – integrates public
relations, marketing communications & advertising
strategies (integrated marketing communications)
⚫A trend toward integration of roles previously known
as “organizational communication” & “PR”.
18. Strategic Planning Cultures
Of late, managers are concerned about continuous
planning & integrated planning.
Continuous planning is…
On going planning efforts at all levels of the
organization, to ensure that the organization adjusts
to changes in its internal & external environments.
(Redding & Catalanello, 1994)
19. Strategic Planning Cultures
⚫A good practice of any organization today is to
frequently updates their long term strategic plans that
enable them to respond to threats from changes in
technological, economic, political, demographic &
other societal spheres.
⚫Anticipating change is critical to their survival &
prosperity.
20. Getting Ready for Strategic Planning
Bryson (1988) introduces 3 activities:
1. Review its mandate
2. Develop/Clarify its mission statement.
3. Conduct a situation audit.
21. (1) Reviewing the mandate
⚫A mandate specifies the organization’s responsibilities
& delegates authorities to pursue these
responsibilities.
⚫Usually contained in legislation, articles of
incorporation or charters.
⚫A mandate states the “musts” confronting an
organization.
22. Mandate…
⚫An example of mandate statement:
“The Environmental Protection Agency is responsible
for policies and actions to preserve and enhance the
quality of environment for the benefit of present and
future generations of “Country X”.
23. ⚫Mandate of MCMC:
⚫ The Expenditure guidelines issued by the Election Commission says
that apart from the certification of advertisements, MCMC will
monitor both Print and Electronic media including cable networks,
and record either in CD or DVD/keep a photocopy of all
advertisements/paid news/election related news. Further – “MCMC
shall see all the news papers, print media, electronic media, cable
network, mobile network and other modes of communication like bulk
SMSs etc. and keep a record of advertisements, advertorials, messages,
discussions and interviews relating to candidates and parties, including
Radio jingles.
24. (2) Developing / Clarifying Mission Statement
⚫A mission statement “defines the ultimate
objective of the organization and the most
important strategies to be applied in attempting to
achieve the ultimate goal” (Ingstrup, 1990).
⚫Kauffman (1992) posit that the organization must
write or update its mission statement if wants to
engage in successful strategic planning .
25. What’s inside a mission statement?
It responds to:
what is the nature of our business?
Statement of purpose
Strategy
Values
Behavioral Standards
Guiding principles
26. Levi Strauss Mission Statement
We seek profitable and responsible commercial success
creating and selling jeans and casual clothing
(purpose).
We seek this while offering quality product and services –
and being leader in what we do (strategy).
What we do is important. How we do it is also important
(values).
27. Here’s how (behavioral standards): By being honest.
By being responsible citizens in communities where
we operate and in society in general…
Source: Ireland, Hitt & Williams, 1992: 35
28. McDonalds Mission Statement
⚫"McDonald's vision is to be the world's best quick
service restaurant experience. Being the best
means providing outstanding quality, service,
cleanliness, and value, so that we make every
customer in every restaurant smile."
30. Tosuggest what the organization aims to
produce or achieve.
The purpose of a higher education institute
is to contribute to the knowledge
enrichment of the society and to transmit
that knowledge to students.
31. Strategy Of A Mission Statements
⚫It suggest the means by which the organization will
achieve it goals.
⚫A higher education institute transfer knowledge
(purpose) by hiring the best qualified lecturers and
researchers (strategy).
32. Statement of Values
⚫A good mission statement include statement of
values, i.e
Integrity
Excellence
Trust
The organization that have these values then moved
towards operationalizing it in the form of concrete
behaviors & work practices.
33. Behavioral Standard
⚫It’s an organization state of commitment to behave in
ethical or socially responsible ways.
⚫Not only “what we do” but “how we do”. (i.e The Body
Shop, Shell)
Guiding Principles
Tied to core values
34. Conducting a Situation Audit
It examines:
1. The past performance of the organization
2. Forces in the organization
3. The identities, biases, & loyalties of stackholders
4. Organizational resources.
36. From a policy perspective, a strategic plan constitutes
a navigator’s map for change & improvement.
(Ferguson, 1999).
Strategic planning is BIG PICTURE, WIDE- SCREEN ,
CINEMA-SCOPE VISION (Ferguson, 1999)
37. The Ideal Strategic Planning is…
⚫Planning period vary & over time.
⚫Process of planning is more important than
publication of the plan.
⚫Flexible & dynamic.
⚫It’s a team-building exercises
⚫The commitment of upper management.
⚫Need orchestration of efforts.
38. The Role of Integrated
Communication Planning
Stage of planning
Strategic planning
Operational plans
Work plans
Support plans
39. Planning Exigencies
• Communicators must understand mission,
mandate & strategic objectives of the organization.
• Communicators convey the organization messages
to the public though direct or indirect ways.
• They produce press releases, articles & other type
of publications to the media.
• They also write the speeches & press lines to the
organizations spokeperson.
• Ideally, communication campaigns & activities
support the organization’s efforts to achieve its
strategic goals & fulfill its mission and mandate.
40. Planning Exigencies
⚫In sum, communication becomes a management function
& comm. executives holds advisory roles.
⚫Factors determining period of the planning includes;
Volatility of the environment
External environment
Financial
41. Communication Planning System
Points to consider;
• The head of communication should be a member of the
executive team
• The head of communication should be an active participant in
the development of mission & the setting of corporate goals.
• The head of communication should be the principal advisor on
any communication
• Strategic comm. planning follow closely corporate or business
planning.
• The most senior member of the organization should share
ownership in the strategic communication plan.
• An integrated approach to comm. Planning implies cooperation
between members of PR, advertising & marketing comm.
42. Communication Planning System
⚫Division of task includes;
The head of comm. work with corporate exec. team or
business manager strategic comm. plans.
Middle-level comm manager work with business planners
multiyear or annual operational & work plans.
Lower-level comm officers in public
affairs/PR/Marcomm/Advertising support plans.
43. Types of Comm. Plan: Purposes & Contents
Comm. plan do not exist in vacuum or isolation. It support
corporate & business objectives.
5 types of Comm. Planning:
1. Strategic Plans
2. Operational Plans
3. Work Plans
4. Support Plans
5. Crisis Communication Plans
44. 1) Strategic Plans
⚫Annual/Multiyear
⚫Supplements corporate/business/functional plan.
⚫The plan includes a background statement;
corporate/business/functional objectives; policy issues;
external environment; internal environment; windows of
opportunity; communication objectives; themes &
messages; communication priorities; strategic
considerations; consultation, partnership & negotiation
requirements; performance indicators; and anticipated
financial resources.
45. 2) Operational Plans
⚫General in scope
⚫Specify how the organization will achieve its strategic
objectives & establish the allocation of fund for varies
communication ventures.
⚫Planners will rank order comm. Priorities, demonstrate the
linkages to comm. Objectives in the strategic plan, identify
ley client groups, indicate complementary activities &
services & specify how the funds will be allocated
accordingly.
46. 3) Support Plans
⚫A plan for managing specific activity (press
conference)
⚫Initiative (campaign to encrourage people to buy
new product or issue)
⚫A social marketing campaign (provide people with
info to lead more healthy lifestyles)
⚫Ideal organization have at least 30 support plans a
year.
⚫Average support plan is approximately 5 pages in
length.
47. 4) Work Plans
⚫Extension of operational planning
⚫More concrete & specific
⚫Identify products or services, performance indicators, set
milestones, define evaluation methodologies & allocate
resources to specific products, services & activities.
48. 5) Crisis Communication Plans
⚫Moments of terror.
⚫Elements of surprise, immediacy & reduced time of
decision making.
⚫Issues can lead to crises.
⚫The larger crisis communication plan contains components
such as acknowledgements, introduction, crisis profile etc.
⚫The comm. Plan includes elements such as crisis indicator,
comm. Team members, comm.strategies, response &
control mechanism etc.
49. Conclusion
⚫Of late, private firms and public organizations demand
new standard of accountability from communicators. They
have to sets objectives and goals at the planning stage to
meet the ultimate criteria.
⚫Toensure every mandate, mission or strategic goals are
met, the organization must establish a strategic and
operational framework. This framework will be a reference
point to the communicator for planning efforts.
⚫Comprehensive planning is a critical new communication
function that must be integrated into the planning cycles
of the organization.