The document discusses the role of public relations (PR) in relationship management during crisis situations from a relational perspective. It examines how communication can help PR practice of relationship management both internally and externally. Key aspects discussed include control mutuality, trust, commitment, satisfaction in exchange and communal relationships. Several research papers on topics like PR strategy, crisis communication, and relationship management are referenced.

2.  Name : Janani .R
 Roll no : 200572718
 Guide name : Mrs. Sri jothi

3.  Role of PR as relationship management during crisis
situation.

4. Aim: A relational approach to the study and practice of
PR with respect to corporate.
Objective : To find the Role of Communication in
the Practice of Relationship Management whether
internal and external Advantages of a Relational
Perspective in Crisis Management.

5.  Public relation is the management function that
establishes and maintained mutually beneficial
relationships between an organization and the publics
on whom its success or failure depends – cutlip, center
and broom (2006:5) united states
 James grunig has defined four descriptors of public
relation activity press agentry/publicity, public
information, two ways of symmetric and asymmetric

6.  Control mutuality
 Trust
 Commitment
 Satisfaction
 Exchange relationship
 Communal relationship

7.  Watson T and Noble P (2008)
 Evaluating public relations
 Vinod vasishtha for kogan page india private ltd.
 Page no: 4-8, 188-193

8.  Reporting upwards
 Relationships with others staff functions
 Controlling and influencing down stream public
relation activities
 Subsidiary public relations teams
 Working with Subsidiary management
 Co ordination creates added value

9.  Relationships with target audiences
 Sales calls
 Company advisers
 The media
 Public relation colleagues
 Networking added value

10.  Beard M (2008)
 Running a public relation department
 Vinod vasishtha for kogan page india private ltd.
 Page no: 96-103, 110-117

11.  Uses and gratification theory- people are active users
of media and select media based on their gratification
for them
 Agenda setting theory-suggests that media content
that people read, see and listen to sets the agenda for
society’s discussion and interaction
Oliver S (2008)
Public relation strategy
Vinod vasishtha for kogan page india private ltd.
Page no: 4,5

12.  Attack the accuser
 Denial
 Excuse
 Justification
 Ingratiation
 Corrective action
 Full apology
Coombs ,W.Timothy(1999)
Ongoing crisis communication
Sage Publications India Pvt.Ltd. New Delhi
Page no: 120-123

13.  Explicating Relationship Management as a General
Theory of Public Relations
 Published in: Journal of Public Relations Research,
Volume 15, Issue 2 April 2003 , pages 181 - 198
 Author: John A. Ledingham
 Although the relationship management perspective of
public relations is the focus of a substantial body of
scholarship, a theory of that perspective has yet to be
articulated and explicated. Herein, I review the emergence
of the relational perspective, summarize the relevant
literature, and construct a theoretical statement of that
perspective. I then argue for relationship management as a
general theory of public relations and offer suggestions for
future research within a relational paradigm.

14.  Towards relationship management: Public
relations at the core of organizational
development
 Author(s): David Phillip Year: 2006 Page: 211 – 226
 Journal: Journal of Communication Management
 Publisher: Emerald Group Publishing Limited

15.  Purpose – The purpose of this paper is to outline concepts that explore
and extend the significance of public relations as a relationship
management discipline.
 Design/methodology/approach – The paper postulates practice
through which value is created to meet organisational objectives from
the known or latent potential of tangible and intangible assets. In
doing so, a definition and early research findings into the nature of
relationships is put forwards and a definition of organisations as the
nexus of relationships is proposed. The differentiation between
organisational and interpersonal relationships is explored through a
concept that organisations' tangible and intangible tokens are limited
by a concept of materiality in a cultural setting.
Findings – The paper posits that material value is released through a
process of relationship change and a public relations practice of
relationship management is put forward as a management discipline
that can create value when the process of relationship management
acting on material tokens is deployed.
Originality/value – The paper explores how a public relations is an
agent for changing the value of organizations.

16.  Title: Crisis management - public relations
 Author(s): Linda S. Ashcroft
 Journal: Journal of Managerial Psychology
 Year: 1997 Page: 325 – 332
 Article
URL: http://www.emeraldinsight.com/10.1108/02683949710183522
 Considers management of information and effective communication at
times of crisis. Examines recent crises to illustrate how and why poor
management of information and communication has had disastrous
effects. Discusses basic rules together with preparation and training for
crisis management, including a crisis checklist, phone lines,
spokespersons, conveying the message and training support staff.
Comments on the need for the establishment of house rules to avoid
problems. Discusses interpretations of “off the record” and how
problems can arise from differing interpretations. Establishes the value
of simultaneous communication to all audiences.

17.  Title :Relationship Management in Public Relations:
Dimensions of an Organization-Public Relationship.
 Authors :Ledingham, John A.; Bruning, Stephen D.

18.  It States that scholars and practitioners are defining public
relations as relationship management. Identifies, through
qualitative research and verifies through quantitative
research, relationship dimensions upon which good
organization-public relationships are initiated, developed,
and maintained. Surveys 384 telephone subscribers in
territories competing for local phone service. Indicates that
relationship dimensions of trust and commitment
differentiate respondents who would stay with their
provider. (PA)

19.  This paper explains that, by deploying
positive public relations strategies within the organization
itself, employees, who are often its most effective marketers to
the outside world, are encouraged to spread the word about the
organization to friends, family, potential consumers, and
stockholders. The author points out that an effective
internal public relations campaign can help build
credibility,manage risks from unhappy employees, and establish
a reputation of a positive and up-and-coming company through
positive word-of-mouth, which drives sales figures upward. The
paper stresses that the first step to positive
internal publicrelations is to create a corporate community by
showing an interest in the employee's family life and life outside
of his or her immediate job responsibilities.

20.  Authors: Park, Hyojung. and Reber, Bryan.
 http://www.allacademic.com/meta/p233171_index.html
The purpose of this study was to examine the effect of organization-
public relationships on publics’ perceptions of a crisis and attitudes
toward an organization in crisis. This study used a quasi-experimental,
between-subjects design in which 262 participants were exposed to a
fictitious crisis case at their university and the university’s four different
crisis-response strategies. The results of a two-way ANOVA revealed that
regardless of the level of relationship, publics in the internal cause
group were more likely to attribute responsibility to the organization
than were those in the external cause group. A three-way MANOVA found
the unique effects of relationship, crisis responsibility, and the type of
crisis-response strategy on attitudes toward the organization in the
crisis, but two-way and three-way interactions among these predictor
variables were not significant. The findings suggest that the cultivation
of relationships with publics, as well as the effective use of crisis-
response strategies, is an essential part of successful crisis management.

21.  This paper discusses what public relations means to a company's
success and what effective public relations are supposed to achieve
for a company. The paper explains that effective public relations is
dependant on the company's ability to provide a positive
company image to the public, focus on the stakeholders related to
the company and produce a public relations plan that will serve as
a guide for all public relations issues. The paper also explains that
companies that are capable of in-depth planning with regard
to public relationshave the ability to handle any issues that arise
with positive outcomes. This includes damage to the company's
image for any number of reasons and the company's ability to
recover successfully. The recovery will ultimately be dependant
on the image that the public has of the organization and
the public's knowledge of honest concern that the business has in
association with thepublic as stakeholders in the business.

22.  "First and foremost, PR serves as an educational tool for managers,
employees, and customers. It can explain and demonstrate the quality
vision of a corporation when presented in a true and real fashion.
Moreover, public relations personnel must always be evaluating the
concepts of this vision of quality. Constant evaluation must lead to
improvements of the vision so as to avoid a stale plateau in the
progression of the company. Credibility is lost without originality, and
corporate employees tend to have a short attention span if they have
already seen the used presentation method before. The information
that is being presented to the company must be valid as well. The main
purpose of public relations teams is communication. This point was
stated earlier by Cutlip. This communication is a constant process,
thereby establishing the responsibility of PR people to be able to
provide information on demand. This ever-running cycle of
communication causes a long-term outlook within public relations
professionals. They, therefore, become future planners for corporations
as well

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&contentId=881320
 http://crisisprspin.blogspot.com/2008/03/blogs-as-effective-pr-tools.html
 http://www.slideshare.net/bnixon/public-relations-during-times-of-crisis-
presentation
 http://findarticles.com/p/articles/mi_m1365/is_7_29/ai_54195577/
 http://www.highbeam.com/doc/1P2-951848.html
 http://beta.thehindu.com/opinion/editorial/article4637.ece
 http://www.allacademic.com/one/www/research/index.php?click_key=1
 http://www.academon.com/Research-Paper-Crisis-Communications/96264

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