This document outlines the steps for analyzing an organization. It discusses analyzing an organization's performance, reputation, structure, and conducting a public relations audit and SWOT analysis. It also covers analyzing an organization's internal environment including its mission, vision, values, niche, structure, reputation and external environment including supporters, competitors, and opponents. Finally, it provides examples of mission and vision statements and defines different types of opponents an organization may face.

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.