Effective PR Management

Effective PR Management 1
Running head: EFFECTIVE PR MANAGEMENT
Effective PR Management: Evaluating PR Managers with Quinn’s Competing Values Model
B. Hawa Kombian
Barbara Emodi
PBRL 2014 (02)
Mount Saint Vincent University

Effective PR Management: Evaluating PR Managers with Quinn’s Competing Values Model
Introduction
This paper will attempt to analyze the necessary management roles needed within public
relations (PR) departments. In order to effectively do so, the professional demands of the modern PR
practitioner in various economic sectors will be explored using the viewpoints of internal and external
communication. Quinn’s “Competing Values Model” (Emodi, 2009, p. 28) will then be used to assess
which management style is best suited with each sector and viewpoint.
Practitioners will be evaluated across the three principal sectors: agency, government and non-
profit. Doing so will acknowledge the variation of perspectives in these areas in order to later compare
them.
In tying in with the “Competing Values Model”, internal and external viewpoints of practitioners
will be studied. This will give insight into the specific duties of practitioners within their roles and not
just in the broader sense of their given industries.
Communication
Public Relations has often been described as, “The management function that establishes and
maintains mutually beneficial relationships between and organization and the publics on whom its
success or failure depends.” (Cutlip, Center & Broom, 2006, p. 1) Within this definition it is easy to focus
on the multitude of external publics which a PR department deals with. However, in the last decade
there has been increased awareness of the significance of the inner workings of an organization and
how it communicates.
External communication focuses on the relationship between an organization and stakeholders.
It is necessary for practitioners to be able to identify these target groups and send relevant information
through effect channels in order to optimize the level of understanding between both sides. These goals
are achieved with the use of traditional media such as newspapers, radio and magazines, to more
modern ones such as television and the internet (Cutlip, Center & Broom, 2006, p. 254-266).
Practitioners not only strategically frame messages for external audiences; they also aim to
engage in positive relationships with them. Stakeholders also include journalists who act as media
gatekeepers and have some control over the use of the communication channels which practitioners
may employ (Cutlip, Center & Broom, 2006, p. 251-252).

Conversely, internal communication constitutes building a collective sense of community where
employees and managers effectively send and receive information relevant to the organization’s
activities and each other. It is imperative that organizations understand that “employees with the best
access to information are more likely to succeed” (Sias, 2005, p. 390-391). When the goals of both the
employees and the organization are aligned, there is greater potential for success. “Practitioners use
internal communication to set direction, tell employees what’s important to the organization and what
the focus should be in their day to day work” (Gordon, 1998, ¶9). Health and safety issues, relationships
between management and labour and organizational change are just a few of the issues that
practitioners must efficiently handle in order to foster employee relations (Cutlip, Center & Broom,
2006, p. 231-232).
Agency
PR agencies are private firms which operate by providing their skills and services to clients
including government departments, corporations and non-profit organizations. Agencies offer a range of
services which fall under the specializations of internal communications, marketing and promotional
publicity and crisis communications (Southard, 1991, p. 11).With the current trend in globalization, the
use and convenience of agencies are becoming more widespread and affecting the role of practitioners
(MinJung, 2003, p. 7).
External
Marketing and publicity are decidedly PR functions which hold a greater external focus
compared to others. The modern PR agency has multiple offices globally; the increase in the demand for
not only global PR but specialized services is a reflection of this. According to a study conducted by
MinJung (2003), PR practitioners reported that on both the local and international scale, the external
locus of their profession was on media relations and the necessary research used to facilitate it (p. 20).
Research is commonly conducted through the use of various media such as newspapers, magazines and
the internet. In some cases one-on-one interviews and informal discussions are conducted with various
publics to find out their attitudes and opinions towards clients (MinJung, 2003, p. 21). In addition to this,
concrete use of communication channels is used to spread an organization’s message to the appropriate
audiences. Practitioners noted that the goals of local and international clients differ significantly from
the use of media outlets for publicity to the implementation of marketing campaigns, respectively.

Globalization has increased the breadth of the PR agency’s role. Understanding clients’
individual cultures is of strategic importance (MinJung, 2003, p. 21). In this way practitioners gain an
understanding of the concept that practices which are successful in America will not necessarily hold
true in China. This allows PR professionals to adjust communication initiatives to have the greatest
impact on external publics.
During a time of crisis PR departments need to be prepared to protect and maintain clients’
reputations. With the threat of external repercussions from the media and other publics, practitioners
cannot lose sight of the value of well written, yet flexible media material (Grabowski, 1992, p. 38). This
gives them the security of a tight and concise media kit with room to make necessary and relevant
changes due to client, culture and crisis.
Internal
PR in an agency setting arguably has more of an external focus strictly because of the nature of
the sector. These firms focus on providing services for other firms which certainly sways their goals
towards an external viewpoint. During a crisis suitable information needs to be directed towards the
media and external publics in a timely fashion to deal with the situation effectively, in part. However,
communicating with employees is of equal importance because by understanding what is happening in
an organization employees avoid the stress and uncertainty attributed with the crisis (Dolphin, 2005, p.
174). “Effective employee communication develops in a climate of trust and honesty.” (Cutlip, Center &
Broom, 2006, p. 224) If two-way symmetrical communication takes place, employees will gain a fuller
understanding of the issue and be able to appreciate the organizations strategies and decisions during
the crisis.
On a more general scale, agencies hired to facilitate internal relations need to have a definitive
comprehension of clients’ organizational culture, especially within an international setting where the
regional culture will affect the former (Sriramesh, Grunig & Dozier, 1996, p. 240). According to, (Cutlip,
Center & Broom, 2006, p. 225) “Organizational culture is the sum total of shared values, symbols,
meanings, beliefs, assumptions, and expectations that organize and integrate a group of people who
work together.” Organizations can range from authoritarian cultures which generally employ
asymmetrical communication, to participative cultures which opt for symmetrical communication
between management and employees (Cutlip, Center & Broom, 2006, p. 229). Practitioners facilitate
integrating employees into an organization through increased communication. This includes the use of

newsletters and the intranet to disseminate information and the ideals of two-way communication to
track inquiries and work-related issues. According to a study conducted by (Sias, 2005, p. 388),
employees who had better relationships with their supervisors reported receiving not only more
information but information which was specific and timely. This leads to the conclusion that PR
practitioners should not only facilitate an increase in downward communication of informative
paraphernalia, but also the two-way communication itself, in order to increase employee relations with
each other and not the organization alone (Cameron & McCollum, 1993, p. 248).
Government
“Public affairs is a specialized part of public relations that builds and maintains governmental
and local community relations in order to influence public policy” (Cutlip, Center & Broom, 2006, p. 16).
Within the government, PR practitioners aim to provide members of society with access to information.
Practitioners take the role of communication liaison between groups inside and outside of government
by communicating the objectives of both sides in order to foster greater understanding and build a
stronger sense of community. Finally, not only do practitioners act as a media contacts and maintain
relationships with the press, they facilitate and organize internal communication strategies for
government workers (Cutlip, Center & Broom, 2006, p. 411).
External
Public affairs workers keep the lines of communication open and engage in two-way symmetrical
communication between publics and the government. It is just the surface structure of what the job
entails, from an external focus. Practitioners need to be aware of issues affecting municipal, provincial
and federal government which have a stake in and are relevant to their operations. In terms of publics,
there need to be different approaches to communication employed when directing the community as a
whole, or specific groups. “The practitioner straddles the need to communicate the public’s desires,
conflicting as they may be, back to the organization.” (Cutlip, Center & Broom, 2006, p. 419) By
participating in this exchange of information and ideas, the practitioner increases the potential for
greater understanding between both groups and success with government initiatives. In this way the
government aims to increase public awareness of its programs and policies.
Currently, this is a task which is proving to be more difficult as public scrutiny of government
overshadows communication efforts (Lui & Horsley, 2007, p. 380). Practitioners are put in difficult

positions when their role is constrained due to government protocol, stating which information can be
communicated (Cutlip, Center & Broom, 2006, p. 413). This leads many people to label government
endeavours and information as persuasion which is easily leads to mistrust.
Facilitating media relations is a central component to the daily task of a public affairs officer. In
effect, this is a ‘give and take’ relationship because of the very nature of the political system in Canada.
The government relies heavily on media outlets such as news broadcasting stations and newspapers, to
get many of its messages out to the public. This requires facilitating working relationships with the
media, who decide which stories are newsworthy enough to report at any given time (Cutlip, Center &
Broom, 2006, p. 422). Simultaneously the media is forever aware and sceptical of government
involvement and intent, so they make it a point expose certain issues. This gives the media a certain
power as strictly by their coverage of events, they have the ability to “influence the timing of
government decisions” (Liu & Horsley, 2007, p. 379). This leads to a relationship which needs to be
carefully managed by practitioners. It is critical for government to keep the press informed not only
during times when it is convenient (Cutlip, Center & Broom, 2006, p. 422).
Internal
Government workers are also citizens, therefore informing them generally and updating them
on the function of government departments are goals of public affairs workers. According to Cutlip,
Center and Broom (2006) internal communication in the government sector is crucial for two reasons (p.
421). Firstly, information spreads quickly internally and externally to the organization therefore, it is
important that employees are kept up to speed regarding the latest developments in regulations and
changes in policies. In a structure where various departments collaborate on projects, the dissemination
of consistent information to employees across the board is imperative. Employees will be able to
complete tasks faster and with less miscommunication when provided with current information.
Secondly, helpful internal communication helps stamp out the threat of gossip and confusion from
affecting the credibility of the organization and the messages which employees put forward on behalf of
the government itself.
In the government it would be the most beneficial to have an intricate intranet system which
could constantly be updated to ensure the most recent information to employees. This would be more
beneficial than churning out print publications which would work better for general awareness and
reminders.

Non-profit
According to the Non-Profit Resource Center, (as cited in Dyer, Buell, Harrison & Weber, 2002)
“A non-profit organization is one which is formed for the purpose of public or mutual benefit other than
the pursuit or accumulation of profits.” The non-profit industry provides services which are not provided
for society by the government or by private firms (Cutlip, Center & Broom, 2006, p. 443). In an
environment of increasing competition for donations and services, PR holds a vital position in the
survival of the non-profit sector.
Internal and external goals are interlinked in this sector. Practitioners need to be able to
communicate effectively with external publics, who are also potential donors and volunteers. They must
also monitor and respond to relevant public policies which may affect their autonomy. Most
importantly, the organization needs to continuously engage in two-way symmetrical communication
with employees, volunteers, trustees and donors in order to maintain support for its missions and goals.
(Cutlip, Center & Broom, 2006, p. 449)
External
In this sector PR is regarded as simply “getting the word out” (Dyer, Buell, Harrison & Weber,
2002, p. 14) about an organization in order to reach the general public. This however, is a basic
assumption of the tasks which are used to facilitate two-way, symmetrical communication, raise
awareness and change attitudes towards an organization. In terms of external focus, practitioners strive
to reach target audiences appropriate to their cause and continuously communicate their goals and
objectives. This involves defining the organization by taking a stand on a specific social issue or concern
and educating the public on how and why the organization is well suited to address it. This helps to build
credibility and support of the organizational mission. Once established, the organization can actively go
ahead and inform the public about how they can add to the social well-being of their community
through financial donations or volunteerism (Cutlip, Center & Broom, 2006, p. 449).
Apart from fostering public support and understanding of an organization’s cause, practitioners
should keep a watchful eye out for government policies which have the potential to help or hinder their
organization. It is important for practitioners to move away from a reactor management style and focus
more on becoming analyzers (Emodi, 2009, p. 24). In a volatile industry where funds are not easily come
by, it is important to maintain the attention and support of target audiences, and at the same time

support legislation which allows the organization to expand its practices (Cutlip, Center & Broom, 2006,
p. 449).
Internal
Planning communication campaigns to recruit volunteers, donors and public interest then leads
practitioners to building and maintaining open communication with these audiences.
Donors should be informed about which projects their funds are being put towards and why they are
important. This secures the organization’s credibility and donor trust in the organization’s cause. The
communication employees are responsible for relaying this information. Conducting research to track
organization growth and evaluation of successful projects is information that will encourage donors,
volunteers and the public alike to secure an interest in the organization.
Practitioners need to organize training for volunteers so that they can efficiently aid the
organization. It is fundamental that volunteers’ contribution to the organization is not pushed to the
wayside. They need to be given information about the organization’s goals and messages which have a
direct effect on them and the impact they make. “People are willing to cooperate and work hard to help
when they feel involved and appreciated – and informed!” (Gordon, 1998, ¶33)
Analysis: Quinn’s Model
The use of Quinn’s “Competing Values Framework” will be used to determine the best approach
for a PR manager within the three sectors and across the two perspectives of internal versus external
focus.
Quinn’s model works along the lines of where the strengths of a manager lay. Horizontally,
internal versus, external focus from an organization is measure from right to left, respectively. Vertically,
the span of flexibility, to control is measured, in a downward direction (Online Talent Manager, 2005,
¶2).
The model allows for management to be evaluated along these four combinations. Quinn
expanded the model so that each quadrant held two roles (making a total of 8) (Online Talent Manager,
2005, ¶5). “His theory is that an effective manager must be able to perform well in all 8 roles.”
Internally, managers will fall under the category of mentor, facilitator, monitory and
coordinator, ranging from most to least flexible. Externally they will range from innovator, broker,
producer and director from most to least flexible (Emodi, 2009, p. 28).

Analysis: Agency
External
Working externally from within a PR agency calls for the use of individuals who are forward
thinking and who can bring new ideas to the table regarding the best channels for communication to
reach target audiences. Audiences can range from key consumers to the government and special
interest groups in order for fostering corporate social responsibility. Clients come to expect more
innovative and definite strategies from PR professionals as they are not an inexpensive device to utilize.
This is why a manager with a viewpoint from the external angle in the private sector would be well
suited as a broker, according to Quinn’s model (Emodi, 2009, p. 28)
“The ‘broker’ is politically astute, persuasive, influential, and powerful, and is particularly
concerned with maintaining the organization's external legitimacy and obtaining external resources”
(Online Talent Manager, 2005, ¶7). Placed in an environment where many practitioners are specialized
in specific areas of communication, managers need to understand the need for practitioner flexibility in
their approach to ideas projects.
Operating in a global sphere creates the need for increased knowledge about the local culture
which clients and their external publics operate in (MinJung, 2003, p. 21). It is central to remain
conscious of the fact that agencies are hired by clients and therefore need to adhere to programs which
clients essentially approve of. This is why the “broker” role is beneficial in this setting because while
encouraging flexibility of PR staff, there is still stronger focus put on the relationship with the client’s
external publics and interacting more closely with them in manners which are tailored to their culture.
Internal
Approaching an organization with the aim of facilitating employee relations can be a large task
for practitioners. Circumstances can range from maintaining a healthy working environment to being
called in because of a crisis or threat of employee uprising (McCown, 2007, p. 63). Based on Quinn’s
Model, a manager with a monitory viewpoint would be able to successfully lead a team of practitioners
in achieving their goals as an outside agency coming into a separate organization.
Being placed in a monitory role as a manager of a PR team allows for greater convergence in
goals and strategies. Coming in as an outside firm can often result in internal opposition from members
of the client’s organization (Cutlip, Center & Broom, 2006, p. 79). It is more important for managers to

recognize this and gain an understanding of the organizational culture amongst employees and upper
management than to have increased flexibility in running internal strategies in an innovative style. A
monitory manager will objectively weigh communications plans against the organization’s goals to come
to a fair consensus of how to direct overall internal communications.
Analysis: Government
External
Conducting public affairs in a political system where decisions and policies are openly
questioned and information is relentlessly sought, PR in the government must constantly answer to the
citizens whom the government serves and the media which it aims to work in accordance with. In
balancing these two elements of an external communication model, a manager of a public affairs
department would be well suited as a producer, based on Quinn’s model (Emodi, 2009, p. 28).
“The ‘producer’ is task-oriented and work-focused, and motivates members to increase
production and to accomplish stated goals” (Online Talent Manager, 2005, ¶8). This type of manager
would be able to efficiently organize and direct a public affairs team within the tight frame of
government control over information.
Where relationships with the public are crucial during times of crisis, seasonal events or the
initiation of new policies, the department must strive to not only provide information, but continuously
gain feedback. Two-way communication with the government keeps the citizenry that much more
informed and up to speed on how and why the government is making certain decisions which affect
their daily lives.
In keeping with this theme, it is imperative that a public affairs manager has a solid
understanding of the extent to which the media affects communications goals and outcomes. It is
important to be able direct practitioners during times when it is necessary to engage and volunteer
information to the media and when it is advantageous to keep information discrete.
Internal
Whilst managing communications with the media and the public, internally public affairs
managers have a seemingly more daunting task: providing government with the latest developments
across individual and interlinked departments, as well as the political system in its entirety. This requires
a leader who possesses the skills to remain concise and organized within their internal focus. Relying on

Quinn’s model, a manager who falls under the umbrella of working as a coordinator would be beneficial
in this position.
“The ‘coordinator’ maintains structure, schedules, organizes and coordinates staff efforts and
attends to logistical and housekeeping issues.” (Online Talent Manager, 2005, ¶9) It is of the utmost
importance to keep government staff informed over and above that of the general public. In this
respect, a public affairs manager has the task of keeping their PR staff informed as well as other
employees in a department. Running rumour control is another highlight of the position which is
important in the government because of the significant repercussions of any false information being
released to the public and media.
The coordinator must work in a controlled system because of the sensitivity of information and
the speed with which it must be disseminated to employees. This environment still allows for the
manager to organize a fully functioning and effective culture, just within a tighter framework.
Analysis: Non-profit
External
Non-profit public relations is often regarded as just “getting the word out” (Dyer, Buell, Harrison
& Weber, 2002, p. 14) about an organization through any means necessary in order to increase
awareness, leading to a subsequent increase in donors and volunteers. From this viewpoint, an effective
manager of a PR team would be regarded as an innovator, according to Quinn’s model. “The ‘innovator’
is creative and facilitates adaptation and change” (Online Talent Manager, 2005, ¶7). This description
however is too simplistic in its idea of what external communication entails in the non-profit sector.
Realistically, an effective manager of PR operations would be in between the role of the
“broker” and the “producer”. The lack of resources which non-profit organizations have at their disposal
would increase the need for a manager who shared elements of the “broker’s” characteristics. This
would be an individual who focused on the need of networking and communicating with individuals.
Done effectively, this would increase public awareness of a non-profit organization through community
relations, thus increasing the pool of human and financial resources through volunteers and donations,
respectively.
Conversely, there would also be a need to behave as a “producer” and exercise control. This is
because it is simultaneously important for non-profits to live by their mission statements, even more so
than in other sectors. Where the organization needs the donation of funds and volunteer time, the

mission statement and behaviour linked to it, creates the credibility and overall image of the
organization. An effective manager will understand how these two roles will affect communications
strategies and in turn the mindset of practitioners who operate in this field.
Internal
According to Cutlip, Center and Broom (2006), “Public relations … establishes and maintains
mutually beneficial relationships between an organization and the publics on whom its success or failure
depends.” (p. 1) Internal relations in the non-profit sector consist of practitioners supporting the needs
of volunteers and informing and encouraging the philanthropy of donors. Strictly because of the nature
of the industry, the most suitable manager according to Quinn’s model would be a facilitator.
“The ‘facilitator’ encourages teamwork and cohesiveness, and manages interpersonal conflict.”
(Online Talent Manager, 2005, ¶6) This is significant because in an industry which depends on the
efforts of individuals coming together for a common goal, a communications manager needs to
recognize and embody the principle of cohesiveness. Encouraging the PR department to act as a team
and play off of each other’s strengths and weaknesses will generate greater ideas and methods into how
to enhance the overall experience for volunteers and donors which will eventually have a spill over
effect into how society views the organization as well.
Once again, management in this area involves not only that of the PR staff but the needs of
volunteers and donors, especially new ones. The maintenance of two-way communication is necessary
in assessing the needs of volunteers who may not understand what their role is or how they are creating
an impact, and donors who do not see the weight of the potential impact they are yet to make. With
every facet understanding the part they play in the success of the organization, teamwork is possible,
achieving greater results for all involved.
Conclusion
PR is multi-faceted and managers need to be capable of operating in all 8 roles of the
“Competing Values Framework” according to Quinn (Online Talent Manager, 2005, ¶5). However,
depending on the sector and operations of the department there will be a greater focus on specific
areas. The study did not attempt to generalize each individual sector of PR in terms of the most suitable
management perspective, but instead drew on the most pivotal two based on internal and external
focus.

Relying on the analysis, the most beneficial managers in PR from an external perspective, are
those who move between the role of “broker” and “producer”. This requires managers to place an
emphasis on networking and engaging with external publics and the media in order to create strong and
consistent strategic communications plans. At the same time it is important for these managers to set
goals for their teams and to constantly work towards effective two-way communication with external
audiences (Online Talent Manager, 2005, ¶7-8).
The internal PR angle is an interesting one which illustrates the increased demand for a serious
and professional approach towards employee relations. “The importance of employee communication is
only going to grow in the future” (Gordon, 1998, ¶41), this sentiment may help in explaining why
different organizations approach their internal communications differently. Agencies reflected a
beneficial relationship with the monitory role which allowed management to exercise objectivity
between their own goals and that of the organization. The government sector indicated a need for
coordinator styled management which emphasizes building a structured and controlled system to
ensure the flawless flow of information. Finally the use of the facilitator management role in the non-
profit sector would contribute to aligning volunteers, donors and employees towards the organization’s
mission (Online Talent Manager, 2005, ¶5, 9.)
The importance of this analysis is in evaluating where managers should center their efforts
when directing a PR department across different economic sectors. As previously mentioned, it is
important for managers to be able to manage within the sphere of the 8 roles of Quinn’s model (Emodi,
2009, p. 28). From the perspective of this study, the significance was placed on the movement between
ranges of flexibility and control. As a generalization the report demonstrates that external PR is well
managed when goals are not vying between flexibility and control, but when they strike an even balance
of the two. Internal communication however is more variable because of differences in organizational
and industrial culture.

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