Hong Kong Baptist University
SOPY 3055
A Wrap up of Knowledge learnt
Dr. FUNG Cheung Tim
27 April 2019
Communications
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The art and technique of using words effectively to impart
information or ideas.
The field of study concerned with the transmission of
information by various means, such as print or broadcasting.
Any of various professions involved with the transmission of
information, such as advertising, broadcasting, or journalism.
Something communicated; a message.
A means of communicating, especially:
a. A system, such as mail, telephone, or television, for sending
and receiving messages.
b. A network of routes for sending messages and transporting
troops and supplies.
The technology employed in transmitting messages.
(extracted from www.thefreedictionary.com)
Networking
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The informal sharing of information and
services among individuals or groups linked
by a common interest.
Forming business connections and contacts
through informal social meetings
(extracted from www.thefreedictionary.com)
Communication – a general
understanding
ACT – Adaptive Concept of Thought
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A cognitive architecture – rational
Cognition is the process of understanding or acquiring
knowledge and information through thought,
experiences and other senses.
The architecture shows the process and understanding
of acquiring knowledge and information
Each and every tasks performed by the human beings
are considered of several steps and processes
The framework or model of processing may look like a
programming language
Works on psychological assumptions of human nature
derived from numerous scientific experiences and
experiments.
ACT Theory of Communication
Attribution Theory
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Explains how and why ordinary people explain
the things as they do
Internal attribution – a person always wants to
present to be positive, driven by motives and
emotional attitudes of an individual
External Attribution – a person wants to
understand the world through events which
happens around him and seeks reason by using
external events
Employs various methods for the measurement
and categorization of attributions
Cognitive Dissonance Theory
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Cognitive dissonance – the mental clash or
tension resulting from the processes of
acquiring knowledge or understanding
through the senses
Such feeling of discomfort from two conflicting
thoughts may increase or decrease according
to the following factors:
➢
The relevance of subject to us
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How solid the choices or thoughts are
➢
The capability of our mind to choose,
rationalize or explain the thoughts.
Agenda setting theory
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On media priorities
Works on what people and how people
should think about
Level 1 – media uses objects or issues to
influence the people what people should
think about
Level 2 – media focuses on the characters of
issues how people should think about.
AIDA Model
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Four phases – Attention, Interest, Desire,
Action
phases through which a consumer goes
before going to buy a product or service.
Process of AIDA
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Attention: grabbed by the use of image, color, layout,
typography, size, celebrity, model etc
Interest: to create interest in the viewers mind so that
they will read more about the brand being advertised.
Desire: usually created by the use of body copy where you
write in detail about the necessity of buying the brand,
thereby explaining the features of the brand, facts and
figures
Action: the contact information of the brand is given
where expecting the viewers to take action immediately,
such as at shop address, toll free numbers or website
address
Social marketing theory
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a collection of theories that focus on how socially
valuable information can be promoted
used by social and welfare organizations to help
promote or discourage various behaviors
administrative in nature seeking to outline a
framework that can be used to design, implement
and evaluate information campaigns.
The target audience is identified based on their
information need.
information is packaged and distributed in a manner
easily accessible to the intended audience.
Features of social marketing theory
1.
2.
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4.
5.
6.
Creating Audience Awareness
Targeting the Right Audience
Reinforce the Message
Cultivate Images or Impressions
Stimulate Interest
Induce Desired Result
Perception (感知)
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The process by which an organism attains
awareness or understanding of its
environment by organizing and interpreting
sensory information.
Perception in Communication
Perception process (1)
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Three phases: selecting, organizing and
interpreting
On information, people, objects, events,
situations and activities
Need to understand how yourself and another
person construct perceptions in order to
understand interpersonal situations better
We selectively notice certain things that we
organize and interpret
Perception process (2)
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What are selected to perceive affects how
we organize and interpret the situation
How we organize and interpret a situation
affects the subsequent selection of what to
perceive in the situation
What is the importance of
perception for communication?
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Self-awareness about possible distortion
Take active efforts for avoiding miscommunication
Enhance effective and efficient
communication
Construct more positive perception for
improved communication and better living
Functions of Interpersonal
Communication
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Give and collect information.
Influence the attitudes and behaviour of others.
Form contacts and maintain relationships.
Make sense of the world and our experiences in it.
Express personal needs and understand the
needs of others.
Give and receive emotional support.
Make decisions and solve problems.
Anticipate and predict behaviour.
Regulate power.
Principles of Interpersonal
Communication
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Not optional
Irreversible – can apologize or regret, but
cannot take back
Continual complexity – language,
environment, distraction and individuals
involved
Need to know context – reason, timing,
location, misconceptions (e.g. people
know what I am talking about, we know
others’ view or opinions, we should not
show any emotion, we are right while
others are wrong)
Barriers to communication
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Language – language and linguistic ability,
terminology, e.g. jargons and abbreviations
Psychological – psychological state of
communicators, e.g. under stress
Physiological – e.g. receiver’s physical state
Physical – e.g. actual distance
Systemic – inefficient or inappropriate
information system or communication channels
Attitudinal – behaviour and perceptions
preventing people from effective communication
e.g. poor relationship
Effectiveness in Interpersonal
Communication – verbal vs.
nonverbal
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Verbal
Vocal
Facial attitude
7%
38%
55%
Five senses used in interpersonal
interactions
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83% sight
11% hearing
3% smell
2% touch
1% taste
Aspects of effective speaking
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Accents – part of individual personality,
people not liking their own voices may feel
embarassed
Breath – has effect on speech and voice
Vocal production – volume (to be heard),
clarity (to be understood), variety (to add
interest, such as pace, volume, pitch –
inflection – emphasize, pause)
Conversational skills
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Establish a common ground
Be friendly and polite
Listen to what is said, taking into account
body language
Use signalling to help – open and closed
end questions
Create emotional connections
How’s information processed in
human?
Interpersonal communication
effectiveness
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Requires a repertoire (清單) of skills to perform
the appropriate acts in response to the situation.
To be effective, the performance one presents
must be consistent with the image desired in the
interpersonal encounter
Convey willingness to learn as well as the ability
to contribute
Learn to understand and adapt to the demands
of the situation
Communication considered effective if
appropriate, i.e. doing the right thing at the right
time
Course content reviewed
1
2
Introduction
Perception and Communication
3.
4.
Verbal and Non Verbal Communications
Effective Interpersonal Communications in
Organizations
5.
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12.
Networks and Channels
Effective Conflict Management in Organization
Liaison with Service Users and Building up Loyalty
Public Image and Publicity
Liaison with the Mass Media
Functions and Parameters of Fundraising
Fund-raising Processes and programmes
Crisis management
Network building
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Networking is a socioeconomic business
activity by which groups of like-minded
business people recognize, create, or act upon
business opportunities.
Networking also exists in and among nonprofit organizations
Networking does not necessarily involve
immediate transactions
10 Tips for Successful Business
Networking
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3.
Networking is about being genuine and
authentic(可靠), building trust and
relationships, and seeing how you can help
others.
Establish goals for participating in
networking meetings - pick relevant groups,
e.g. learning, making contacts or volunteers,
not merely making business
Visit as many groups as possible for
interest. Identify group tones, e.g. supportive
to one other, competent leadership, etc.
10 Tips for Successful Business
Networking
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Hold volunteer positions in organizations, to
stay visible and give back to groups that helped.
Ask open-ended questions in networking
conversations -ask who, what, where, when, why
and how as opposed to questions with a simple
yes or no answer. Present to be interested.
Become a powerful resource for others, so that
people remember to turn to you for suggestions,
ideas, names of other people, etc.
10 Tips for Successful Business
Networking
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Understand and articulate what’s special about
your work, e.g. what you do, why, for whom, what
makes it special – to get referrals
Articulate what you are looking for and how
others may help.
Follow through quickly and efficiently on
referrals. Respect and honor referrers’ effort and
referrals will grow.
Call those you meet who may benefit from what
you do and vice versa. Express that you enjoyed
meeting them, and ask if you could get together
and share ideas.
Public relations include
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Community relations
Risk communication
Crisis communication
Media relations
Promotion and publicity
Social marketing
Public education
Internal communication
Stakeholder relations
Corporate image
and personal image
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Personal
Professional
Social and business etiquette (禮節)
Skills required
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Public presentation
Liaison
Networking
Media skills
Observation
Creativity
Conflicts
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Communication between people who
depend on one another perceiving that the
others stand between them and the
realization of their goals, aims or values
Views on organizational conflict
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Traditional view – focus on negative aspects; assume to
reveal a weakness in the organization, a flaw in its
design, operation or communication; need to be
resolved; sources to be discovered and eliminated;
peace and stability to be restored
Contemporary view – inevitable and potentially
valuable both for individual and organizations; give
employees opportunities to publicize, test and refine
their ideas and to demonstrate their competence and
value to the organization; help organizations adapt to
changes, foster innovation and integrate their integrate
their diverse constituent groups into a functioning
whole; neither inherently good nor bad; may be
productive and destructive differently for organization
and individuals
Positive definition of conflicts
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Mixed motive (non-zero-sum) definition – each
party perceives that it can obtain desired
outcomes without the others losing the same
amount of reward
Empathic definition – parties perceive the issue
from both their own and the other
parties’perspectives
Broad contextualization – parties search for
underlying concerns placing the issue in a broad,
organizational context
The issue is defined as problem centred
A large number of possible solutions is available
Negative definition of conflicts
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Zero-sum definitions – parties perceive that
whatever one gains, the other loses; outcome will
either grant them complete success or complete
failure
Egocentric definition – perceive the issue only
from their own frame of reference
Narrow focus on a single issue and its immediate
effects
Conflict defined as a moral struggle between
forces of good and evil
A small number of alternatives is available
Conflict interaction
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Communication of interactive cycles of
messages, responses, and counter-responses
Once cycles commenced, their development
and outcomes are not within the control of any
single participant
A co-creation of the parties, their
interpretations, arguments, definitions and
strategies
No party controls interaction which often
seems to take on a life of its own
Nature of Users
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Stakeholders vs. service users, i.e. the funding bodies
may be users in the sense of demanding accountability
and monitoring that is consuming of time and energy
of both managers and practitioners.
Direct vs. indirect users, like students vs. parents,
teachers and principals.
Internal vs. external users, i.e. colleagues or coworkers vs. service users
Service provider vs. service users, i.e. providers can be
users, and users can be providers
Barriers to Participation and
Empowerment
1. Tokenism
2. Challenging representativeness, indicating that users’
voice is just partial.
3. Failing to provide full and necessary information
4. Using professional jargons
5. Asking views on existing services, rather than
innovations
6. Discounting users’ views and feedback
7. Denying and minimizing the impact of users’
experience
8. Managed user participation vs. user-managed
participation
Key initiatives for empowerment
1. Recognizing the centrality of positive
values
2. Models for understanding experiences
and needs
3. Appropriate empowering services
4. Users’ access to sources of power
5. Changes in how professionals use power
6. Channels of communication
7. Skilled practitioners
8. Policies and procedures
Principles of Loyalty Marketing
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Relevance is the key to Loyalty Marketing
 The magnitude of the reward is less important
that the perceived value of the reward
 Benefits - Intermittent scheduling of rewards
(“surprises”) can be more effective than
regular scheduling
 Special treatment
 Recognition
Basic objectives for Loyalty programs
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Retain best, most profitable customers
Make good customers better
Acquire customers with potential to become best
customers
Reconnect lapsed users with the brand
Revitalize the brand’s relationship with its core
franchise
The consumer is not necessarily
desirable...
Desired Behaviour
Low
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Loyal
Behaviour
High
If you have had to subsidize their purchases
If s/he buys your product because of inertia or
absence of an alternative
Publicity
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Often referred to as the result of public relations
in terms of providing favourable information to
media and any third party outlets; these may
including bloggers, mainstream media, as well as
new media forms such as podcasts
done to provide a message to consumers without
having to pay for direct time or space
Once a message has been distributed, the
publicist in charge of the information will lose
control on its use and interpretation.
Public Relations
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the strategic management function that
helps an organization communicate,
establishing and maintaining
communication with the public.
can be done internally, without the use of
mass media.
Functions of Public Relations
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Financial public relations
Consumer / lifestyle public relations
Crisis public relations
Industry relations
Government relations
Negative publicity
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When awareness about a company, brand or
individual is high, the harm is high
For those with low awareness, negative
publicity can be a beneficial feature to get
names across to the public
Organizations can protect their image by
established positive images that help restore
the effects caused by negative publicity, e.g.
corporate social responsibility (CSR).
Media Relations and Public Relations
Media relations – develop with
journalists
 Public relations – go beyond to
the general public
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Media Relations
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working with media for the purpose of
informing the public of an organization's
mission, policies and practices in a positive,
consistent and credible manner
coordinating directly with the people
responsible for producing the news and
features
For maximizing coverage while not paying
i.e. not advertisement
Media Relations
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Cannot be controlled — media determines
whether stories pitched to them are of
interest to their audiences (newsworthy)
Relationship has to be ongoing
Has to get familiar with media interest and
their “beats”
Get in touch with media, e.g. read
newspapers, magazines, journals, blogs, TV,
facebook, etc
Media Relations
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Establish newsworthy events
Keep a press list and pick relevant ones for
occasions
Determine target audiences
Mobilize public opinion for the organization
Encourage two-way communication as far
as possible
Three core approaches to
giving
Approach
Donor’s goal
Donor’s criteria for
success
Charity
Meet current human
needs
Impact for the money
spent, e.g. no. of people
served
Philanthropic
investment
Build organizations and
institutions for the long
run
Longer-term improvement
in programmes, strength
of the organization
Strategic
philanthropy
Social change,
application of a theory of
change
Programme outcomes that
demonstrate the validity of
the theory of change
Sources of philanthropy
Individuals 72%
 Foundations 15%
 Bequests 8%
 Corporations 5%
(Giving USA Foundation, 2014)
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Recipients of philanthropy
Religion 31%
 Education 16%
 Human services 12%
 Gifts to Foundations 11%
 Health 10%
 Public-Society Benefit 7%
 Arts, Culture, Humanities 5%
 International Affairs 4%
 Environment, Animals 3%
 Gifts to individuals 1%
(Giving USA Foundation, 2014)
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Seven faces of philanthropy
Donor
Type
Characteristics
Organizations/Causes Commonly
Supported
Communitarian
(互利)
Give because it makes sense and
helps create a prosperous
community in which to do business
Local community organizations and
institutions
Devout (虔
誠)
Giving is an obligation of their faith
Religious organizations
Investor
Interested in tax benefits and the
impact of their gifts
Nonprofits that can demonstrate results
or that offer financially wise ways of
giving
Socialite
Enjoy the social life of fundraising
(社交名流) events
Art organizations and institutions
Altruist
(利他)
Give for moral reasons
Social causes
Repayer
Give to pay back to society for
benefits that they or their families
have received
Colleges, universities, schools, medical
institutions
Dynast
(世襲)
Give to continue family traditions
Traditional and elite institutions
Is fundraising equal to asking for
money?
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The more specific a grant is, the closer it is to a
payment for the delivery of services
Fundraising, apart from asking for money, is also
a systematic way of developing the flow of
incoming donations
A strong relationship with a good funder is the
key, especially in the early stages of an
organization or a project’s development
Good money vs not so good
money
Good money – free to spend as you
think best; has the potential to be
ongoing, year after year
 Not so good money – for one
specified purpose only; short term
rather than renewable
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Proportion of giving methods by
donors, and median amount
Method
Proportion (%)
Medium amount (£)
Cash
50
5
Direct debit
31
10
Buying
25
8
Raffle
22
4
Cheque card
12
20
Event
12
10
Fees
5
14
Payroll
3
8
Others
2
10
(Dobbs et al, 2012)
Proportion of donations by size
Size
2010/11
2011/12
Under £10
5%
6%
£10 to £24.99
13%
16%
£25 to £99.99
37%
38%
£100 or more
45%
40%
(Dobbs et al, 2012)
Donor lifecycle
Donors go through a process of
occasional giving, to repetition, then
on-going commitment
 There is a “lifecycle”of donors, which is
subject to efforts done to retain them
 Hence the concept of “cultivation”
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Donor lifecycle map
Evaluating events
Cox, K (2010) Fundraising events. In A. Sargeant, J. Shang, and Associates (Eds), Fundraising: Principles and practice. San
Francisco: Jossey-Bass.
Objective
Revenue
Financial
Result
Evaluation Criteria
Prospect
None or
identification minimal
Break even or Were the prospects identified?
revenue less
than cost
Cultivation
None or
minimal
Break even or Were relationships with
revenue less prospects enhanced?
than cost
Solicitation
High
Positive net
revenue
Stewardship
(including
recognition)
None or
minimal
Break even or Were relationships with
revenue less donors enhanced, increasing
than cost
the likelihood of continued
and increased support?
Was the net revenue from the
event substantial in
comparison to costs; was it
cost-effective?
Crisis
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a significant threat to operations that can
have negative consequences if not handled
properly.
Crisis Management PR Presentation
Principles in Crisis Management
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Set clear policy direction for encountering
crisis
Grow with it
the unshakeable premise is that the public
has a right to know what is happening in
their world.
Crisis-type by attribution of
responsibility
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Victim crisis: minimal responsibility
- natural disasters
- rumours
- workplace violence
- product tampering/malevolence
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Accident crisis: low responsibility
- challenges
- technical error accidents
- technical error product harm
Crisis-type by attribution of
responsibility
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Preventable crisis: strong responsibility
- human error accidents
- human error product harm
- organization misdeed
Four magic questions
to handle crisis
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4.
What is the cause of the crisis?
Is there similar crisis causing issues still
existing?
How to handle the crisis?
How can similar future crisis be prevented?
Hope you can be a great communicator at
your workplace!