PUBLIC RELATIONS: A
MANAGEMENT FUNCTION
INSTRUCTOR: MR. T. G. MOKGOSI
TOPIC 1: DEFINING PUBLIC RELATIONS
1. Public Relations is the deliberate, planned
and sustained effort to establish and maintain
mutual understanding between on organization
and its publics.
2. Public relations is the management function
that
establishes
beneficial
and
maintains
relationships
mutually
between
an
organization and the publics on whom its
success or failure depends.
3. Public Relations is distinctive management
function which helps establish and maintain
mutual
standing,
lines
of
communication,
acceptance
and
under-
cooperation
between an organization and its publics.
WHAT DOES PRS’ DEFINATION SUGGEST?
 Public Relations is the management of
problems or issues
 Keeps
management
informed
on
public
opinion
 Defines and emphasises responsibility of
management to serve public interest
 Helps management keep abreast of and
effectively utilise change
 Serve as early warning system to help
anticipate trends
 Use
research
and
sound
ethical
communication techniques as its principal
tools
PUBLICS
Publics can be internal or external. A
public is a group of people who share
interests or concerns, affected by, and
affecting organisation or its actions. May
be latent/passive
HOW DOES PUBLIC RELATIONS EARN PUBLIC
UNDERSTANDING AND ACCEPTANCE?
 Public
maintains
relations
forms,
relationships
builds
between
and
an
organization and its publics by finding
common interests. Failures usually stem
from communication breakdowns.
WHAT IS THE SOCIAL SIGNIFICANCE OF THE
PRACTICE OF PUBLIC RELATIONS?
 Growth and trends in business created the
conditions for the public relations profession
to develop.
TYPICAL 12 FUNCTIONS OF PUBLIC
RELATIONS
1. Trusted counsel—advise and anticipate
2.Internal communication—engage employees
and
build trust
3. Media relations—develop public trust and support
4. Community relations—establish public trust and
support
5.
External
communication
to
customers/
stakeholders/ investors, etc.—build public trust and
support
6. Research and strategise
7. Plan
8. Implement, execute and communicate
9. Evaluate
10. Publicity and special events
11. Issues management
12. Crisis communication
PUBLIC RELATIONS PRIMARY FUNCTIONS
 To control publics
 To direct what people think or do in order to
satisfy the needs and wants of an organisation
 To
respond
to
publics,
reacting
to
developments, problems or initiatives of others
 To achieve mutually beneficial relationships
among
publics
interchange
by
fostering
harmonious
PUBLIC RELATIONS LAW AND ETHICS
GENERAL PRINCIPLES UNDERLYING PUBLIC
RELATIONS PRACTICE
1. ACT IN THE PUBLIC INTEREST.

Find the greater good for the majority of
the people.
2. USE HONESTY AND INTEGRITY AS YOUR
GUIDE.
3. ENSURE ACCURACY AND TRUTH.

Do
not
disseminate
false
and
misleading
information.

If you accidentally do make an error, correct it
immediately with all audiences.
4. DEAL FAIRLY WITH ALL PUBLICS
 Respect yourself and respect others.
 When
you
move
to
a
new
position,
leave
proprietary materials related to your old job behind.
MORE SPECIFIC PRINCIPLES DEFINING HOW
PUBLIC RELATIONS IS PRACTICED
 ACCURATELY
DEFINE
WHAT
PUBLIC
RELATIONS
STRATEGIES AND TACTICS CAN ACCOMPLISH.
 Do not guarantee results for areas beyond your
control.
 MAINTAIN
THE
INTEGRITY
OF
COMMUNICATION
all
audiences,
CHANNELS.
 Ensure
transparency
with
from
employees to external publics.
 Maintain
regulatory
audiences.
ethical
agencies,
relationships
media,
with
government,
colleagues
and
all
 SAFEGUARD CONFIDENCES.
 Build
trust
through
protection
of
confidential information.
 Secure the privacy of
organization and
individuals.
 DO NOT DAMAGE THE REPUTATION OF
OTHERS.
 Be careful during agency pitches.
 Stick to the facts and avoid the gossip.
 AVOID CONFLICTS OF INTEREST.
 Disclose interests of yourself and others.
 Get consent to represent conflicting views or
competitors; maintain the related knowledge in
two different areas.
 Be ready to publicly identify your clients,
sources of information, etc.
DECISION-MAKING PROCESS
Here are the steps in the ethics decisionmaking process:
 Define the specific ethical issue or
conflict.
 Identify internal and external factors
(legal, political, social, economic) that
may influence the decision.
 Identify the key values.
 Identify the
audiences who
will
be
affected by the decision and define the
public relations professional’s obligation
to each.
 Select ethical principles to guide your
decision-making process.
 Make your decision and justify it.
1. DEFINE THE SPECIFIC ETHICAL ISSUE OR
CONFLICT.
Is it ethical to disseminate deceptive
information
regarding
the
financial
condition of my company on which a
number of key publics may rely?
2. IDENTIFY INTERNAL AND EXTERNAL FACTORS
(LEGAL, POLITICAL, SOCIAL, ECONOMIC) THAT MAY
INFLUENCE THE DECISION.
 Do state laws require a particular decision
or disclosure?
 What do company values, policies and/or
procedures require?
3. IDENTIFY THE KEY VALUES.
 Loyalty—As a professional, commitment
to your employer often comes before other
obligations.
 Advocacy—As a responsible advocate,
consider both the company’s interests and
the interests of the publics that may be
affected by the decision.
 Honesty—Consider obligations to tell the
truth in advancing the company’s interest
and in communicating to the public.
 Independence—Retain
objectivity
in
counseling the employers on a course of
action that is in the company’s best
interest both today and into the future.
4. IDENTIFY THE AUDIENCES WHO WILL BE
AFFECTED BY THE DECISION AND THE PR
PROFESSIONAL’S OBLIGATION TO EACH.
Consider the company/employer, board of
directors,
shareholders/
potential
shareholders, government, financial analysts,
financial
media,
employees,
publics,
profession, society, other stakeholders.
5. SELECT ETHICAL PRINCIPLES TO GUIDE
YOUR DECISION-MAKING PROCESS.
 Protecting and advancing the free flow of accurate
and truthful information is essential to serving the public
interest and contributing to informed decision making.
 Maintaining the integrity of relationships with media
and government regulatory agencies is central to public
relations practice and in the best interest of the greater
public.
 Truth
and
profession.
accuracy
are
underpinnings
of
our
6. MAKE YOUR DECISION AND JUSTIFY IT.
 The public relations professional’s greatest loyalty is
typically to the client/employer; you are obligated to
provide counsel and communications support that serves
the best interest of the organization.
 At the same time, responsible advocacy requires that
the interests of those affected by the decision be
considered as well.
 In this case, numerous publics could both rely on this
information and be adversely affected.
LAWS FOR PUBLIC RELATIONS PROFESSIONALS
COPYRIGHT LAW: Two major goals of copyright
laws are to protect the original creator of the
work and to provide economic incentive for new
knowledge.
 The
statutory
definition
expresses
that
copyright exists in “original works of authorship
in any tangible medium of expression. . . from
which they can be perceived, reproduced, or
otherwise communicated”.
 Any written sources that are not original should
be cited in following works.
 In
addition,
adhere
to
Internet
traditional
references
copyright
also
should
procedures
for
securing appropriate permissions and/or indicate
proper citations.
COMMON LAW COPYRIGHT
 An
author
who
creates
a
tangible
expression of his or her ideas immediately
acquires common law copyright of the work.
 This
right
continues
until
the
author
dedicates work to the public by a general
publication, or surrenders common law right
to
obtain
protection.
specific
statutory
copyright
 The purpose of copyright law is to protect
an author’s intellectual production.
 The dividing line between common law
copyright
and
statutory
copyright
is
publication.
 Statutory copyright is a legal word or act—
the act by which the author makes the work
available to the world while retaining control
of the creative expression.
TWO TYPES OF PUBLICATION
1. General publication is any overt act that
indicates the intention to surrender one’s right
to control one’s creative expression and allow
the public to copy the material. If there is a
general publication and the author has not
obtained statutory copyright and does not use
the copyright symbol, c, he has no further right
to prevent the use by the public.
2. Limited publication, such as delivery of a
manuscript to a possible purchaser, does not
cause the author to lose any common law
rights.
STATUTORY COPYRIGHT
 To obtain statutory copyright, an author must
submit to the Library of Congress and display the
copyright symbol c on the material.
 Creative
expression
of
ideas
is
subject
to
copyright.
 Securing a statutory copyright is simple.
 Notice/use of the copyright symbol must be on
the very first copy sold or publicity distributed.
OWNERSHIP OF COPYRIGHT FOR PHOTO
GRAPHY AND ARTWORK
 The contract between your organization
and the non-employee who takes photos
or creates artwork determines who owns
the copyright.
 The copyright owner determines use and
the cost of use of the creative work.
 Be clear about the ownership of both the
negatives and hard copies of photos or
artwork in the contract you develop with
your legal counsel.
 The organization owns an employees’
work done on behalf of the organization.
THE LAW OF DEFAMATION
 Defamation is a statement of fact that is
substantially false about someone who can
be identified and that tends to injure that
person’s reputation.
 Written or pictorial defamation is known as
libel;
 spoken or verbal defamation is known as
slander.
 To qualify as defamation, the statement
must be untrue.
 To be defamed or damaged, an exposed
person
or
organization
must
prove
three
conditions were present: hatred, contempt,
ridicule.
 Damage must also be proven.
 Reports
of
official
proceedings
are
privileged and cannot be charged with libel.
 To be actionable for libel, five elements must be
present:
1. defamation,
2.
identification,
3. communications (publication/ broadcast),
4. fault (malice or negligence), and
5. damage (in absence of fault ,provable damages
or injury).

Since a public figure puts himself or herself out
before the public, actual malice must be proven by a
public figure.
FAIR COMMENT
 This
privilege
publication
insulates
against
a
reporter
defamation
(libel
or
or
slander).
 Not
a
license
to
circulate
derogatory
information, the information must be related
to community interest with the subject.
 Fair comment is a recognized defense against
a libel action, based on the argument that the
statement was either true or privileged (taken
from a public document).
 Be aware that although truth is the traditional
defense against libel, truth is hard to prove.
 Fair comment, which involves privacy, should
not be confused with fair use, which involves
copyright.
FOUR LIBEL DEFENCES
1. Truth,
2. Privilege,
3. Fair comment (all defined above)
4. Retraction.
 Retraction is a full and prompt apology
that helps mitigate damages.
FAIR USE
 This law allows use or parts of copyrighted
materials
without
violating
copyright
laws
and
without paying a royalty or fee when used for:
criticism,
comment,
news
reporting,
teaching,
scholarship or research.
 Drawing the line as to what is fair use is one of
the most difficult problems of copyright law.
 Fair use originally applied to printed works.
 With the advent of digital technology
and the Internet, fair use now also applies
to
the
redistribution
of
music,
photographs, videos and software.
 Fair use is usually determined on the
special facts of each case.
 If you begin to question how you’re
using
something
using, be cautious.
or
how
much
you’re
 Public relations professionals should note
that fair use does not apply to commercial
use.
 Fair use that involves copyright should not
be confused with fair comment that involves
privacy.
INTELLECTUAL PROPERTY
This legal term describes rights or
entitlements
that
apply
to
the
ownership and use of certain types of
information, ideas or other concepts
in an expressed form.
THE LAW OF PRIVACY
 This
law,
important
for
public
relations
professionals to know, ensures an individual’s right
to be left alone and can be violated if names,
likeness, and/or information is used for commercial
purposes.
 It differs from defamation and is a practical effort
to protect the individual who does not relish the
unexpected appearance of his or her picture, story
or testimonial in the public media.
 The publication need only injure the
feelings of the person, even though it may
not
have
any
effect
on
his
or
her
reputation.
 Many violations evolve from advertising,
which is deemed worse than articles
because of the potential for direct profit.
 Securing permission from the individual
protects the public relations professional.
 While use of employee photos in employee
publications isn’t specifically covered, it is a
good idea to protect your employees’ right of
privacy by obtaining signed waivers.
FOUR TORTS OR, I.E., KINDS OF WRONGFUL
ACTS OR DAMAGES, TO PRIVACY EXIST:
1. Appropriation: Taking of some element of
a person’s name or likeness for advertising
or trade purposes without consent, such as
using a celebrity’s photo without permission
and signed releases.
2. Intrusion: Invading a person’s solitude,
such as taping without permission.
3. Public disclosure of embarrassing private facts:
Truth is not necessarily a defense here (medical
information, sex-crime victim identity, name of
juvenile offender, embarrassing poses). Reputation
need not be harmed.
4. False light: Putting a person in a false position
before the public, misleading the public to make a
person
appear
other
(misrepresentation).
harmed.
than
Reputation
he
or
she
is
need
not
be
SLAVISH COPYING
 This term is used for extensive word-for-word
copying. One can use the idea, but not the creative
expression of the idea.
 For a violation, copying must be exact, word for
word.
 Paraphrasing is not a violation, but without
attribution, it does raise ethical concerns.
 Speeches quoting the ideas of another can lead to
copyright violation.
TOPIC 2: SCOPE OF PUBLIC RELATIONS
1.
Program planning. Analysing problems and
opportunities, defining goals, recommending
2.
Writing and editing. Reports, news releases,
brochures, speeches, scripts, publications
3.
Media relations. Developing and maintaining
good working contact with media
4.
Corporate
maintaining
reputation
identity.
organisation’s
Developing
name,
and
policies,
5.
Speaking.
Communicating
effectively
with
individuals and groups
6. Production. Liaising and supervising contacts for
production of brochures, reports, video, multi-media
programs
7. Training. Preparing executives and designated
people in organisation to deal with the media and
public appearances.
8. Counselling. Advising top management on the
social political and regulatory environment, how to
avoid and respond to crisis, devise strategies
9. Special events. Organising functions such as
news conferences, exhibitions, events, tours and
meetings to gain attention and acceptance of
groups of people.
10.
Research
and
evaluation.
Gathering
information to find out about existing attitudes or
perceptions, before putting program of action in
place
and
after
activity
undertaken,
whether objectives have been achieved.
to
see
ROLE OF PR PRACTITIONERS
 Technicians.
publications
Provide
(e.g.
services
news
such
release
and
as
producing
newsletter).
Technicians hold lower positions within organisations
than problem solvers.
 Problem solvers. Ask clients or senior management to
rethink or clarify problems and to look for innovative
solutions. Problem solvers belong to management, with
responsibility for decision-making and policy formation.
They are part of what is known as the dominant coalition
of management.
PUBLIC RELATIONS, MARKETING AND
ADVERTISING
 ‘Advertising
is
visibility,
public
relations
is
credibility’.
 PR and marketing working together in a campaign
would complement each other, both to improve
sales and to create a longer-term position in the
marketplace.

PR objective is to use information to strengthen
the
bond
between
the
organisation
and
customer – not necessarily to increase sales-
the
in the short term, but to engender loyalty,
selling more by building commitment over the
long term
PROPAGANDA AND PUBLIC RELATIONS
 PR is seen as ‘public persuasion through the mass
media’
 What
makes
the
principal
demarcation
between
propaganda and public relations even more ironic is that,
is the practice of propaganda which gave birth to the
modern public relations industry.
 Engineering of consent and power to shape public
opinion
 Publicity as a necessary and effective tool to soothe
public hostility, either real or potential, toward business’
PR: WRITING THE NEWS
 Provide news media with an information subsidy using
press releases
 PR firms also flood newsrooms with VNRs
 High degree of material in news derived from handouts
to the press
 56% of stories had begun life as news releases
 90% of news stories are ‘based on the calculated
messages of the actors involved and 58.2 percent relied
on information routinely supplied to journalists.
 Even
quality
press
have
a
substantial
debt
information subsidies from government PR sources.
to
TOPIC 3: PUBLIC RELATIONS THEORY AND THE
MANAGEMENT OF POPULATIONS
What is theory?
 Collections of thoughts and ideas
that assist with understanding
 Helps explain relationship
 Collections of thoughts and ideas
start from certain assumptions
 Rely on what is known, or what is
thought to be known, or what can
be argued to be true.
 Competing theories in PR include
different views about the nature of
human activity and decision-making
 PR theories are NOT the different tasks
defined and allocated in the conception,
planning and execution of a PR activity,
which are methods
 Methods are models for how people
might do things
 Theories are models for how people
might think about things
COMMUNICATION MODELS AND THEORIES
 Communication
theories
borrow
from
linguistics and more recently postmodernist
philosophy.
 Contemporary theories involve how society
and its individuals picture themselves and
their world through shared message, wrapped
up in all sorts of political and philosophical
arguments about what sort of world we live in
and what sort of society is possible.
Agenda-Setting Theory
 The media have a significant influence on
the public and can influence what people
think.
 In other words, the media shape top-of-mind
presence regarding issues.
 The agenda-setting process is a very fluid,
dynamic attempt to get the attention of the
media, the public, and/or policy-makers.
 The agenda is a “set of issues.” In order for
the agenda to be effective and become part
of the process, it must be communicated.
Agendas result from a “dynamic interplay.”
 Thus, in the agenda-setting process, an
interplay results between three elements: the
media, the public and the policy-makers.
 Each of these elements has an agenda.
Early research suggested this process
was somewhat linear and directional.
 In other words, the media set their
agenda, which influenced and set the
public agenda, which influenced and set
policy agenda.
THE IMPORTANCE OF PUBLIC RELATIONS TO
MEDIA AGENDA SETTING
 All the journalists in the world can observe
only a small fraction of each day’s situations
and events.
 Much of what we know, for example, about
the workings of government and business from
the international level on down to the local level
originates with public information officers and
other
public
relations
practitioners
represent important news sources.
who
 These
communication
professionals
subsidize the efforts of news organizations to
cover
the
news
by
providing
substantial
amounts of organized information, frequently
in the form of news releases prepared in the
exact style of news stories.
DIFFUSION THEORY
 This theory stresses that the media are
often involved at the awareness and interest
phases while personal contacts are important
for
the
evaluation
and
decision-making
stages.
 This theory can help us know how to best
communicate and diffuse an idea or product.
THE DIFFUSION PROCESS
1.
Explains
how
people
adopt
or
reject
change, ideas or products.
2.
Reveals
why
major
change
is
not
accomplished in a brief time.
3. Reveals why it cannot be accomplished
through news media alone.
4. Emphasizes why channels of interpersonal
communication are the most effective.
 Word
of
mouth
is
very
important
in
diffusion.
 A public relations professional can execute
the best media placement campaign of her or
his career, but unless targeted audiences are
talking about what they have read in the
paper or seen on television, the diffusion
process is stunted.
FIVE STAGES WITHIN THE DIFFUSION
OF INNOVATION PROCESS
1. Awareness: An individual becomes aware
of “it,” quite often through the media or mass
communication channels.
2. Interest: An individual develops an interest
in learning more about “it.”
3. Evaluation: An individual asks others for
feedback
about
“it,”
demonstrating
the
importance of interpersonal communication.
4. Trial: An individual uses a sample,
attends a rally, etc.
5.
Adoption:
individual
If
may
adoption
seek
or
occurs,
an
respond
to
reinforcement of adoption decision. Some
call this the retrial or re-adoption process.
PUBLICS AND PUBLIC OPINION
 Identifying audiences, or publics, is one of
the first steps in the planning phase of public
relations programming.
 Typically, you identify the publics you want
to reach after you’ve completed research
about the opportunity, conducted a situation
analysis and developed a problem statement.
 Equipped with this research, you then
develop goals, identify the publics to be
served, and write measurable objectives
for each public.
PUBLICS” DEFINED FOR PUBLIC
RELATIONS
 Public relations professionals refer to people or
groups of
involved
“people who are somehow mutually
or
interdependent
with
particular
organizations” as “publics".
 A public may also further defined as “a particular
group of people with a common interest, aim, etc.”
THE PUBLIC OPINION PROCESS
Grunig, in his work on communication
behaviours and attitudes of environmental
publics, further defined publics by type.
He found that publics can be grouped by
the way they behave toward messages
and issues, and identified four types.

All-issue publics: who are active on all issues

Apathetic
publics:
who
are
inattentive
and
inactive on all issues

Single-issue publics: who are active on a limited
number of issues
 Hot-issue
publics:
who
respond
and
become
active after being exposed to an issue.
These types of publics are important to the process
of public opinion formation because influencing
each of them will require different tactics.
 Lang and Lang observed that in any
given situation, there is an existing mass
sentiment or a general social consensus.
 At
different
times,
people
have
different views about issues and, as
Grunig points out, they become a type of
public that will respond to an issue in a
specific way.
 Those who fall into the all-issue,
single-issue (if the particular issue
affects them), or hot-issue publics will
take pro and con sides with an issue,
leading to public and private debate.
 The
public
publicity,
debate
staged
may
events,
include
polls,
appeals, etc., over a period of time.
 This leads people to make up their minds. A
new public opinion develops, and that can
lead to social action, which might occur in
the form of an election, a consent decree or
taking a product off the market.
 A new social value has emerged and
becomes part of mass sentiment.
 The time it took for this new social value to
take hold is significant.
THEORIES OF ORGANISATIONS AND ORGANISATIONAL
COMMUNICATION
Based
on
approach
the
uses
notion
the
of
‘systems’,
this
way
biological
and
electronic switching and signalling processes
operate as a synonym for the ways society
and its organisations regulate themselves.
SYSTEMS THEORY
 Open and closed systems of communication
where
organisations
composed
of
were
subsystems–
depicted
as
management,
production departments, salespeople and the
public relations office.
 This theory has a worrying implication: that,
once
set
up,
system
will
somehow
automatically adjust itself and stay healthy
forever.
RISK MANAGEMENT AND CONFLICT MANAGEMENT
 Risk
management
theories
presume
that
a
wide
spread of managers and employees of an organisation
are best able to point to potential disasters or crises.
 Conflict management involves the analysis of opinions
and attitudes people hold, social and personal factors,
cognition of situation by different parties and the needs,
in
which
the
conflict
arose
and
considerable
psychological, historical and intuitive theorising of the
cause.
 Decisions after analysis is made on collaboration,
mediation or arbitration for resolution.
SPECIALIST THEORIES OF PUBLIC RELATIONS
Public relations as an important role to play
in the ethical management of society and
its organisations, fulfilled if there is equal
and open exchange and respect between
organisations and their publics.
 Press agentry/publicity model: aims to
‘publicise the organisation, its products
and its services in any way possible’.
Examples are blatant stunts.
 Public
information
model:
seeks
to
‘disseminate information to the public as
truthfully
and
accurately
as
possible’.
Examples are posters and leaflets.
 Two-way asymmetric model: aims to
‘persuade the public to agree with the
organisation’s point of view, where
feedback is used ‘to determine what
the public’s attitudes are toward the
organisation and how they might be
changed’
 Two-way symmetric model: is utilised
when an organisation wants to ‘develop
a mutual understanding between the
management of the organisation and the
publics that the organisation affects’. An
example is the engagement of positive
discussion between the organisation and
its
publics
proposition.
to
derive
a
mutual
 Press agentry/ publicity model and
public information model: use oneway
communication, dedicated to
‘help the organisation control the
publics that affect it’
 Two-way
symmetric
asymmetric
models:
and
use
two-way
two-way
communication, but communication flow
in two-way asymmetric is greater from the
organisation to its publics, while in twoway symmetric, communication flow is
considered equal.
 Situational
theory:
Emphasises
the
practitioner’s need to look closely at the
way people make up their minds about a
matter affecting or potentially affecting
them. The theory suggests that people
reflect on a situation only if they realise
that it affects them before they start on a
sequence of activity.
TOPIC 4: MEDIA RELATIONS
 Media relations is synonymously used with
publicity, an important function of PR.
 PR has become one of the most important
external influences on journalism as it is now
practised.
TWELVE VALUES TO GENERATING NEWS
1. FREQUENCY—Events that unfold conveniently within
the production cycle of a news outlet are more likely to
be reported.
2. THRESHOLD—The larger the event, the more people it
affects, the more likely it is to be reported. Events can
meet the threshold criterion either by being large in
absolute terms, or by marking an increase in the
intensity of an ongoing issue.
3.
UNAMBIGUITY—The
fewer
ways
there
are
of
interpreting an event, the more likely it is to be reported.
4.
MEANINGFULNESS—The
more
culturally proximate and/or relevant an
event is, the more
likely it is to be reported.
5. CONSONANCE—If a journalist has a
mental
pre-image of
an event, if
it’s
expected to happen, then it is more likely
to be reported. This is even more true if
the
event
is
something
desires to happen.
the
journalist
6. UNEXPECTEDNESS—If an event is unexpected, it
is more likely to be considered newsworthy and to
be reported.
7. CONTINUITY—Once an issue has made the news
once, future events related to it are more likely to
be reported.
8.
COMPOSITIONAL
BALANCE-
An
event
that
contributes to the diversity of topics reported is
more likely to be covered than one that adds to a
pile of similar news items.
9. ELITE NATIONS—Events that involve elite nations are
more likely to be reported than those that do not.
10. ELITE PEOPLE—Events that involve elite people are
more likely to be reported than those that do not.
11. PERSONIFICATION—Events that can be discussed in
terms of the actions of individual actors are more likely
to be reported than those that are the outcome of
abstract social forces.
12. NEGATIVITY—An event with a negative outcome is
more likely to be reported than one with a positive
outcome.
RELATIONS WITH MEDIA
 Get to know your media – who writes for which area
 Decide what news is – names, money, impact
 Do not use jargon
 News release
 Never suggest to a journalist or photographer that you
have a good story or picture
 Never say ‘No comment’, always say, ‘I need to check
some details before I get back’
 Don’t avoid the issue
 Do not be frightened by foot-in-the-door television
 Politely ask journalists their names and use them
KEY POINTS TO REMEMBER IN NEWS
RELEASES
 Focus on 5Ws and H in early part of story
 Use inverted pyramid
 Use letterheads where possible
 Date your release
 Indicate it is a release
 Write a headline
 Use active language
 Leave
sufficient
annotations
margins
to
allow
 Write ‘more’ or ‘ends’ on the bottom
of page one
 Include
contact
information,
including after-hours contact
 Adhere to journalistic style
 Make sure story is newsworthy and
appropriate to media outlet
 Use credible authority as source early in
story
 Include
photo
opportunities
or
professionally taken photographs
 Get your story to the right person at the
right time
 Proofread release before sending
 Do not write a lead of more than 30 words
 Do not pad out your release – keep it succinct
 Do not expect your release to run verbatim
 Do not make statements that you cannot back up
 Do not send releases about non-newsworthy events
even if you are pressured to do so
 Do not hound news editors about when they will run
your story
 Do not ask journalists why they did not run your
story
WHY HOLD NEWS CONFERENCE?
 To allow wide dissemination of story
 To give all media access to the news at once
 To allow journalists to ask follow-up questions
WHEN TO HOLD NEWS CONFERENCE?
 Ideally, proactively with plenty of time to plan,
prepare and check that everything is in place
 However, can be called in haste, especially in a
crisis situation.
SIX SCENARIOS APPROPRIATE FOR NEWS
CONFERENCE
 Announcement of considerable importance
to a large number of people in community
 Matter of public concern that needs to be
explained
 Reporters
request
for
access
to
key
individual and it is important to give all media
equal access instead
 A new product or invention in public
interest to be unveiled
 A person of importance arriving in town
with many media requests for interviews
 Complex
issue
or
situation
to
be
announced and media need access to
someone to answer questions
USING THE MEDIA
The two main avenues to consider
when planning the use of media for
a PR program are advertising and
publicity.
ADVERTISING
 Advertising is used as an aspect of PR
when a business, organisation, society wants
to get a specific kind of promotional message
across to one or more of its publics
 Advertising is favoured when business or
organisation wants control over the timing,
location
and
frequency
particular messages
of
delivery
of
 PR
advertising
is
persuasive
or
partisan promotion.
 Seen as less ‘reliable’ than news
reporting and other forms of publicity.
PUBLICITY
 Is free, but has no guarantee of control
over publicity, although familiarity with
medium and journalists can assist in
providing some measure of control
 No control over what is said, when it is
said, where it is said, why it is said or
how often it will appear
HOW TO USE THE MEDIA
 Attempts to promote a favourable image
 Understand how various media function
 Approach and deal with the media
 Use the media
 Maintain good relations with the media
TOPIC 5: RESEARCH AND EVALUATION IN
PUBLIC RELATIONS
 Research can be defined as ‘the process of
finding out’.
 Research is also defined as ‘diligent or
systematic inquiry or investigation into a
subject in order to discover the facts or
principles’.
 In Public Relations, this means inquiring
about issues relevant to PR practice in a
systematic manner.
DEFINITIONS
 Research in PR as ‘the systematic gathering of
information to describe and understand situations
and to check out assumptions about publics and
public relations consequences”
 What
research
does
in
engaging
PR’s
relationships with their publics is to help define
what
information
is
missing
and how
existing
information can be organised from the perspective
of the receiver to ensure credibility
 Research is of strategic importance
to public relations’ and ‘is only as
good as the research that underlies
it’.
IMPORTANCE OF RESEARCH
 A necessary and integral part of planning,
program development and evaluation process,
accepted by most PR professionals.
 Research is largely talked about by PR than
actually being done, although acknowledged
as important.
 PR research mostly done by individuals
trained in PR rather than by researchers.
 Usually casual and informal, rather than
scientific and precise
 Measuring
PR
outcomes,
impact,
effectiveness in precise terms is next to
impossible
 Most PR research today is for planning
of programs and activities, rather than for
measuring and evaluating PR outcomes
RESEARCH PURPOSES
 Planning / developing a new PR program,
strategy, or activity
 Monitoring / tracking PR activities
 Measuring
or
evaluating
outcomes,
impact, or effectiveness of PR programs
 Publicity and promotional purposes (e.g.
conducting a poll to use findings for
publicity)
 Crisis
THE USE OF RESEARCH
 Employee / management communication
 Marketing / product PR
 Media relations / publicity
 Corporate image / identity
 Issues tracking and analysis
 Customer relations
 Public affairs / government relations
 Community relations
 Institutional advertising
 Investor / financial relations
RESEARCH TECHNIQUES
 Publicity tracking / media monitoring
 Literature searches / information retrieval
 Surveys by phone or mail
 Model building
 Mall intercept / shopping centre studies
 Communication audits
 Qualitative in-depth interviews
 Readership / readability studies
 Data collection / analysis surveys
 Observation / participation / role-playing
RESEARCH CONSIDERATIONS AND
OBSTACLES
 Lack of client / management understanding
of PR
 Costs
 Poor understanding by some practitioners
of the role of PR
 Practitioners’ inability to use research
TYPES OF RESEARCH
 Formative
 Research which feeds into the planning
phase of the process.
 Evaluative
 Research
which
feeds
into
the
evaluation of the success or failure of the
process.
WHY AND WHEN IS RESEARCH USED?
 Research
revolves
around
understanding
the
environment within the organisation operations.
 Information required may include the needs or
attitudes of target publics or stakeholders.
 The daily work of PR practitioner is based on
understanding the ‘current situation’, knowing what
needs
to
be
done
to
address
situation,
what
organisation could afford to do with available
resources, determine the aims, goals and objectives
of PR program.
Step 1: Information gathering on organisation,
such as, image, status, history, overview of
previous campaigns, and a SWOT
Step 2: Information on situation
Step 3: Understanding opinions and attitudes
of target group, examining existing evidence
from records in organisation of evaluations on
previous programs or campaigns
Other models of research in PR process
include:
1. ROPE: Research, Objectives, Programming,
Evaluation
2. RACE: Research, Action, Communication,
Evaluation
WHY IS A RESEARCH NEEDED?
 An opportunity may exist where the
attitude or behaviour of
target public
could be favourably influenced (proactive
and avoid complex situations in future).
 Unfavourable situation may exist or have
been created through previous campaigns
(reactive remediating situation).
RESEARCH METHODS
 Formal Research
 Informal Research
FORMAL RESEARCH
 ‘The
systematic
process
of
collecting
and
analyzing information (data) in order to increase our
understanding of the phenomenon with which we
are concerned or interested’.
 ‘The
controlled,
gathering
of
objective
information
for
and
the
systematic
purposes
of
describing and understanding’.
 In
essence,
formal
research
is
a
scientific
approach to answering questions. Expensive and
time-consuming,
reliable.
but
is
objective,
credible
and
TWO MAIN METHODOLOGIES OF
FORMAL RESEARCH
 Qualitative
research
uses
‘discovery-base
methods’ to explore new aspects or delve further
into a particular area. This form of research probes
deeper and may sample a relatively small group of
respondents
 Qualitative
research
is
open
to
additional
information and new insight, is descriptive and
informative, but not often measurable. Its emphasis
in on analysis and synthesis of information
 Quantitative
research
uses
‘verification-based
methods’ to verify situations that the organisation
may
already
be
aware
of,
but
without
any
information to substantiate these beliefs, thoughts,
feelings or opinions
 Quantitative research is generally described as
confirmatory
research
and
often
results
in
mathematical analysis, as the data gathered are
often based on either simple or complex statistical
formulae
a)
QUALITATIVE RESEARCH TECHNIQUES
 In-depth interviews
 Focus groups
 Ethnographic studies
 Case studies
b) QUANTITATIVE RESEARCH TECHNIQUES
 Surveys
 Omnibus (or piggy-back) surveys
 Content analysis
C) SURVEY RESEARCH
Survey research is the most frequently used mode
of observation in social sciences and is from
scientifically
based
surveys
that
drawn. Questionnaire delivery uses:
 Mail
 Telephone
 Face-to-face
 E-mail
 Fax
 Newsletter
statistics
are
INFORMAL RESEARCH
 Environmental monitoring
 Public Relations audits
 Communication audits
 Media content analysis
 Libraries
 Electronic databases
 Interviewing
 Diaries
 Corporate communication archives
 Recording of incoming phone calls
 Testimonials
FORMATIVE AND EVALUATIVE RESEARCH
 Formative research is the research that
goes into determining inputs and outputs
 Evaluative research is that which goes
into defining outcomes
 Formative research provides the practitioner
with a practical road map: indicating what
problems or opportunities actually exist what
the perceptions and beliefs of publics and
audiences
are
what
tools
or
methods
of
communication would be most effective in
helping organisation achieve its PR objectives
with those publics or audiences.
 Formative
research
informs
strategy
and
planning.
 Evaluative
research:
indicates
how
successful the strategy embarked on actually is
demonstrate
how
communication
effective
have
been
planning
and
allows
the
practitioner to fine-tune, alter or modify the
program plan to achieve greater success with
PR outcomes.
FORMATIVE RESEARCH TECHNIQUES
 Analysis of existing data
 Benchmark research
 Focus group discussion
 Pilot questionnaires
 Communication audits
 Case studies review
 Expert review
 Public surveys
 Network analysis
EVALUATION
Defining outcomes, impact and effectiveness of a
PR program
DEFINITIONS
Evaluation is ‘the systematic assessment of
program
and
its
results.
It
is
a
means
a
for
practitioners to offer accountability to clients – and
to themselves’
 Evaluation talks about an orderly
monitoring of progress to attain the
specific objectives of the PR plan
where what we did right or wrong is
learnt,
how
much
progress
we’ve
made, and most importantly, how we
can do it better next time.
OBJECTIVES OF EVALUATION
 The purpose of every PR program or
activity is to achieve certain outcomes
(objectives and goals)
 Evaluation ensures proper measurement
of what has been achieved (or not), and
that claims of success or failure can be
supported with empirical evidence
 It also helps to justify the amount of
money spent on PR and provides a basis
for arguing for more funding
 Evaluation research also documents the
program success or failure.
TOPIC 6: PLANNING A PUBLIC RELATIONS
PROGRAM
 Planning in PR is essentially about making
the concrete decisions about what needs to
be done and the order in which it will be done
as a response to a particular situation or in
anticipation to something that might occur in
future.
 Through the process of strategic thinking, a
strategic plan is laid out to provide a view of
how future goals can be achieved.
TWO MAIN TYPES PLANNING
 Strategic
planning:
Where
an
organisation wants to go in PR terms
 Program planning: What needs to be
done in a specific PR situation or program
ELEMENTS OF A STRATEGIC PLAN
 Executive Summary
 Vision / Mission
 Background
 Situation Analysis (SWOT)
 Strategy
 Publics
 Main Message
 Tactics / Communication Methods
 Implementation / Scheduling (Timing & Calendaring)
 Evaluation / Monitoring / Assessment
 Budget
PROGRAM PLANNING
Before implementing a PR program or
activity, it is essential to consider:
 What should be done?
 What
sequence
to
accomplish
organisation’s objectives?
the
APPROACHES TO PLANNING
 Research
 Analyse
 Apply
 Asking and answering many questions
(MBO & Strategic Planning Model)
PUBLIC RELATIONS MANAGEMENT BY
OBJECTIVE (MBO)
 Formulate
a
accomplish
strategy
that
organisation’s
will
specific
objective, focus and directing type of
thinking.
 Using
MBO in planning ensures
‘production
establishes
of
relevant
criteria
messages
against
campaign results can be measured’.
the
and
which
NINE PUBLIC RELATIONS MANAGEMENT
BY OBJECTIVES STEPS
1. Client / Employer Objectives
2. Audience / Publics
3. Audience Objectives
4. Media Channels
5. Media Channel Objectives
6. Sources and Questions
7. Communication Strategies
8. Essence of Message
9. Nonverbal Support
STRATEGIC PLANNING MODEL
 This approach contains 4 elements: facts, goals,
audience and key message.
1. FACTS
 Category – industry trends
 Product/Service Issues–significant characteristics
 Competitive
Facts–
who,
what
strengths, similarities, differences
 Customer Facts – publics: who and why?
competitive
2. GOALS
 Business Objectives – objectives and timeframe
 Role of PR – how PR fit in marketing mix?
 Sources of New Business – what sectors produce
growth?
3. AUDIENCE
 Target Audiences – audiences and their ‘hot’ buttons
Current Mind-Set – audiences’ feeling about product,
service, or issue
 Desired Mind-Set – how we want audiences to feel?
4. KEY MESSAGE
One Key Message – conveyed to change or reinforce
mindsets








ELEMENTS OF PROGRAM PLAN
Situation
Objectives
Audience
Strategy
Tactics
Calendar/Timetable
Budget
Evaluation
A) SITUATION
 Remedial program: To overcome problem or
negativity
 One-time Project: To accomplish specific
objective
 Reputation and Public Support: Reinforce
ongoing effort to preserve
B) OBJECTIVES
Usually stating in terms of program outcomes
instead of inputs:
 Does it really address situation?
 Is it realistic and achievable?
 Can success be measured in meaningful terms?
TWO TYPES OF OBJECTIVES:
 Informational
 Motivational (bottom-line)
C) AUDIENCE
 Targets specific publics within a general
public
 Identify
key
publics
through
market
research based on demographics
D) STRATEGY
 A strategy statement describes how, in
concept, an objective is to be achieved,
providing
guidelines
and
themes
for
the
overall program (e.g. key messages / themes).
E)TACTICS
‘Nuts and bolts’ part of the plan that describes, in
sequence, the specific activities that put the strategies
into
operation
and
help
achieve
stated
Examples include:
 Toll-free facilitated product literature
 Physical illustrations
 Press conferences
 Press kit
 News releases
 Magazine
 Testimonials on software
 Tour / Test-drive
objectives.
F) CALENDAR / TIMETABLE
 When campaign should be conducted
 Determine proper sequence of activities
 Compile list of
steps that must be
completed to produce finished product
 Environmental context of situation in
which time when key messages are most
meaningful to intended audience
G) BUDGET
TWO CATEGORIES:
 Staff time
 Out-of-pocket
CONSIDERATIONS:
 How much will program cost?
 Reverse approach: Organisations establish
an amount they can afford, then PR write
program plan that reflects amount allocated
H)EVALUATION
 Criteria should be realistic, credible,
specific, in line with client or employer
expectations
 Restate objectives and which evaluation
method to be used
TOPIC 7: IMPLEMENTING THE PLAN – ACTION
AND COMMUNICATION IN PUBLIC RELATIONS
DEFINITIONS
 Communication in PR is about executing
the plan that has been prepared – the
most noticeable part of PR work.
 Communication
means
putting
into
action decisions that have been made in
order to achieve the set objectives
 Action in PR is defined as ‘socially
responsible acts taken by PR departments
or other parts of the organisation with
your counsel.
 Action is about what you do or have
done,
while
communication
is
telling
people about what you have done or are
going to do.
STRATEGY AND TACTICS
 A strategy is the overall objective
constructed
out
of
sight
of
the
‘enemy’
but
those
in
command;
tactics
are
immediate
measures
taken in full view of adversaries.
 Tactics continue to be the visible
implementation of strategy.
RANGE OF TACTICS
Publicity
Newsletters
Leaflets
Direct mail
Posters
Flyers
Stickers
Functions and events
Internet sites
Competitions
Celebrity spokespeople
Lobbying
Community meetings /
announcements
Open days
Annual reports
Videos / Photography
Sponsorships
Exhibitions
TOPIC 8: PUBLIC RELATIONS AND NEW
COMMUNICATION TECHNOLOGIES
PR professionals are needed to ‘drive’
technologies like the World Wide Web and
e-mail
use
communication
in
organisations
imparts,
carry
where
out the
sharing of information, news and ideas, so
as to make common among people the
process of message exchange.
COMMUNICATION TECHNOLOGIES
 Communication technologies are tools for
exchange of messages among humans
 Information technologies are tools for data
management
 Communication technologies are often called
media because they mediate messages among
senders and receivers
 Interpersonal media are those that allow
message exchange among two or three people
 Mass media are those through which
messages are sent to a large and diverse
group of receivers
 Newer
media
are
those
which
have
emerged and gained widespread use in the
past two decades
 Media diffused throughout the first 70-75
years of the 20th century are traditional
TECHNOLOGICAL DETERMINATION
 Technological determinists believe that
technologies
produce
social
and
behavioural changes independent of other
influences
 They believe that the Internet radically
change people
 They claim that newer media improves
the practice
 Holds that technology evolves independent
of society and social forces and that it exerts
 its
effects
understandings,
without
regard
protestations,
for
the
resistances
and even the champions attached to it
 Social
change
is
driven
by technology,
rather than the institutionalisation or cultural
adaptation of the technology
 At policy level, its emphasis is on investing
in technology to spearhead economic growth
 Those who implement technology may be
more interested in getting the technology
 working rather than considering its social
contexts, implications or applications
 Technological
determinists
optimists or pessimists
are
either
SOCIO-CULTURALISM/ SOCIAL
CONSTRUCTIVISM
 This is the notion that societies
determine the emergence and use of
technologies
 Socio-culturalists argue that society
moulds technologies, finds uses for
them, and rejects those that work
badly or offer little benefit
 Argues that technology is no different
from any other institutions or phenomena
– it is a product of society
 Technology arises and changes because
of the institutions of society and is a
representation of the vested interests of
different social groupings
 Technology cannot exist without society’s
tactic and implicit approval
 Ultimately, it is the market of intended
users that will determine the success or
otherwise of any technology
 How we understand technology determines
how
we
use
it
which
consequently
determines how it affects society
COMPLEX SYSTEMS
 Middle
position
between
technological
determinism and social constructivism
 Technology evolves in the context of
social
processes and forces; and is therefore not different
from any other societal product
 At the same time, there is a radical uncertainty
about
technological
change
–
technology
is
unpredictable because it does not simply and
directly represent the interests of
involved in its development
those most
ELECTRONIC COMMUNICATIONS
TWO MAIN AREAS:
 Telematics (telephone, fax, videotex, audio
and video teleconferencing)
 Computer Mediated Communication (CMC)
(email, bulletin boards, diaries/ schedules,
electronic conferences, databases/ retrieval
systems, research and analysis)
PUBLIC RELATIONS AND COMMUNICATION
TECHNOLOGIES
 PR practitioners must be computer literate
and
able
to
make
information
readily
available to their increasingly sophisticated
publics within and outside organisations
 Important publicity can be gained through
using community bulletin boards (BBS)
 Electronic media releases are attractive to
news outlets as it can be quickly screenedited and printed/broadcast
 PR does not have to be bound to physical
space of an office
 Many activities can be done from home or
while travelling
 Hours of work can be redefined
 Electronic communication can overcome
difficulties associated with world time
zones
 Speed of communication is enhanced
NEWER CHANNELS OF COMMUNICATION
 Telecommunications
‘to
communicate
from afar’
 Mobile phones ‘sound from afar’
 Facsimile ‘to make similar’
 Fax newsletters (broadcast fax)
 Fax on demand
 Fax mailboxes
 Video
 Video news releases (VNRs)
 Videoconferencing
 Computer-mediated communication
 E-mail
 Web (information in and information out)
 Chat (IRC)
 Usenet newsgroups
 Internet
websites
misinformation
and
rogue
TOPIC 9: GOVERNMENT RELATIONS
Governments
with
various
political
persuasions at all levels, federal, state
and local, engage in public relations to
promote
legislation
their publics.
and
policies
to
DEFINITIONS
 Government Relations is ‘the art of working
with the myriad of legislative and regulatory
bodies
that
have
influence
over
your
organisation.
 It takes place at the local, state and federal
levels. And if your organisation does any kind
of business abroad or has clients overseas, it
occurs on the international level as well’.
 ‘Public
affairs
is
related
to
issues
management … in that it helps organisations
anticipate or respond to issues affecting their
activities or environment.
 Public affairs efforts include seeking to
shape
public
opinion
and
legislation,
developing effective responses to matters of
public concern, and helping the organisation
adapt to public expectations.
 Specifically, public affairs may be involved in
monitoring
public
policy,
providing
political
education for employees or other constituents,
maintaining
departments,
liaisons
with
and
various
encouraging
government
political
participation’
 Lobbying is ‘a specialized (sic) part of public
relations that builds and maintains relations with
government primarily for the purpose of influencing
legislation and regulation’.
Government relations is used to cover
three main areas:
 PR practices by government
 PR with government practised by
businesses, groups and organisations
 Public Affairs
Three main ways in which PR intersect with
democratic government:
 Use of media management by government
to pursue its political and policy objectives
 Use of public affairs/lobbying by interest
groups to affect government decisions
 Use
of
campaign
techniques
in
the
elections required prior to the formation of
governments
TASKS OF LOBBYISTS
 Monitoring legislation and regulation
 Creating
opportunities
to
present
an
organisation’s view
 Promoting these views through the media
 Serving as a source of
information to
government officials and their staff
 Keeping senior management informed on
legislative or regulatory developments
TOPIC 10: INTERNAL AND COMMUNITY
RELATIONS
INTERNAL RELATIONS
 Internal
relations
communications
which
is
critical
is
the
within
to
the
efficient
organisations
pursuit
organisational objectives and outcomes.
of
 Communication
between
individuals
common
must
levels/sections
if
be
and
understandings,
sense
of
two-way
various
goals,
purpose,
a
pride,
profitability, and collective/corporate wellbeing are to be sought and, hopefully,
achieved.
 People’s roles and responsibilities may
vary
within
organisations
but
organisations cease to function effectively
if there is no cohesiveness, a shared
sense of endeavour which comes from an
interactive process of communication.
 The term ‘organisation’ has been defined as
‘a system of coordinated activities of a group
of people working cooperatively toward a
common goal under authority and leadership’.
Internal publics comprise two main groups:
 Organisation’s employees
 Association’s members
EMPLOYEES
 Employees are all the people working for the
organisation, from the chairman of the board to the
junior in the mailroom
 Employee publics do not only refer to the full-time
permanent staff, but include part-time and casual
employees, contractors and volunteers
MEMBERS
 Members
join
association
professional interest
 Members pay a joining fee
out
of
special
or
TOOLS AND CHANNELS OF COMMUNICATION
 Newsletter and company newspapers
 Notice boards
 Memos
 Awards
 Events
 Intranets
 Interpersonal communication
COMMUNITY RELATIONS
 Community
relations
should
also
be
seen as an interdependent relationship
where every community has a vital stake
in the economic health and prosperity of
its institutions.
 Every organisation has a vital stake in
the
health
and
prosperity
community it inhabits
of
the
THE ROLE OF COMMUNITY RELATIONS
 Primary
task
is
to
enhance
the
visibility/status of the organisation, its value
in the eyes of the community/ communities
 Maintain and enhance on-going activity
 One-off events have their place, but ongoing, often low level exposure, is important
in complementing other forms of publicity
 Identifying and tap on a variety of networks
(e.g. community leaders, opinion shapers,
local
media,
councils,
civic
schools,
groups,
local/regional
hospitals,
charities,
sporting groups, etc)
 Provision
community
of
regular
groups
personal contacts
and
information
to
maintenance
of
 Maintaining the attractiveness of
an
organisation’s facilities and encouraging
your employees
 Members acting as ambassadors
 Commitment
to
current
community
concerns (e.g. environmentally-friendly)
 Sponsorship
 Grants/donations
of
equipment
(philanthropy)
 Scholarships
 Supporting fund-raising projects
 Being active in local service clubs
 Assisting local/regional governments and
agencies
CRISIS COMMUNICATION MANAGEMENT
 Anticipating a crisis is part of every public relations
professional’s job.
 To that end, every organization should have an up-todate crisis communication plan in the hands of a clearly
identified and prepared crisis communication team—
internal
public
relations
staff,
management
representatives and outside public relations counsel
where appropriate.
 This
plan
should
operations crisis plan.
be
aligned
to
your
company’s
CRISIS EVENT
An organization’s reputation often stands or
falls based on how it handles a crisis during
critical first 24 hours following a crisis. When
a crisis occurs, the first step is to determine
what kind of crisis.
 There are two main categories based on
consequences—violent or nonviolent.
 Violent crises involve a cataclysmic loss of
life and/or property.
 Nonviolent crises are often financial, but
not always.
 Some
crises
are
months or even years.
on-going,
lasting
for
IDENTIFY PRIORITY PUBLICS
These may change with the type of crisis while
others
will
remain
constant,
such
as
employees, customers, shareholders, suppliers,
the
neighbors,
larger
community,
media,
regulatory agencies, government, etc.
•
Inform employees and your internal audience
first
 Demonstrate concern and communicate what the
organization is doing or planning to do to solve the
problem.
 Anyone who works for the organization is likely to
become a source, whether intentionally or not. Often
neighbors, suppliers, customers and even the media (if
not kept informed through official channels) will turn to
employees for information. Be sure to caution employees
against becoming spokespeople, even inadvertently, and
remind them to route any media contacts to your media
relations department.
 Keep employees informed so they don’t
resort to speculation that generates rumours.
 Rumours
can
sometimes
damage than the initial crisis.
create
more
AS THE CRISIS UNFOLDS
 Strive for a timely, consistent and candid
flow
of
accurate
information
to
both
internal and external publics to allay fears
and stifle rumours.
 The
organization
should
continue
to
function as normally as possible, leaving it
to the crisis management team to contend
with the crisis.
EVALUATION
 Learn from the crisis experience. After it’s over,
reconvene the crisis management team to evaluate.
 Review the crisis’ causes, the organization’s
responses to it and the outcomes.
 If necessary, make changes to the structure of
the organization.
 If the organization has a history of an openmanagement style, such changes are likely to be
slight.
TYPES OF CRISES
 Crises may also be categorized into
different types, such as
 immediate,
 emerging, and
 sustained.
IMMEDIATE CRISES
 Immediate
crises
are
often
of
the
natural disaster or major emergency type,
such as earthquakes, fires, crimes, or
accidents.
 There
is
often
little
opportunity
for
specific research and planning.
 However, a general plan can often be in
place
and
implemented
to
effectively
reduce damage and enhance the situation.
EMERGING CRISES
 Emerging crises are those that allow more time for
analysis and specific planning.
 These
may
include
employee
dissatisfaction,
opposition by various groups, budget reductions, or
customer migration from a company.
 Often
these
situations
can
be
anticipated
and
minimized at early stages.
 Public relations leaders should inform other managers
of situations that are not at the full crisis stage yet, but if
left untreated could become major problems.
SUSTAINED CRISES
 Sustained crises involve situations that won’t go
away and may linger for years.
 Dealing
with
Especially
in
rumours
today’s
is
a
prime
archived
example.
society,
an
organizational rumour (even if untrue) is virtually
impossible to erase from the news outlet databases
and other locations searchable through the Internet.
 Again,
the
best
solution
for
these
negative
situations is to stop them early whenever possible.
MANAGEMENT SKILLS AND ISSUES
 Successful
public
relations
professionals
understand the depth of influence public relations
programming can have to propel the business into a
leadership position in its industry.

Public relations employs a planning process that
is deliberate, performance-based, in the public
interest and involves two-way communications and
ethical practices.
 Achieving
excellence
in
management
skills and issues, including:
1. cultural and gender diversity,
2. decision-making,
3. leadership,
4. organizational problem solving and
5. team building, leads to such success.
LEADERSHIP
 Many
styles
of
leadership
exist—sometimes
within the same person. A successful leader is able
to adapt the style of his or her leadership while
maintaining basic, core principles that sustain the
organization.
 Style may depend on the organization’s culture
and the specific task, as well as the leader’s
personality and the group he or she is leading.
 Executive leadership today is about building
and maintaining trusting relationships with
compassion, open and candid communication
among
employees,
customers,
suppliers,
investors, analysts, board members and all
major stakeholder groups.
 It's
about
influencing
the
behaviour
people through persuasive communication.
of
KNOWING AND ASSESSING THE MANAGEMENT
FUNCTIONS OF PUBLIC RELATIONS
 Managerial skills and strategic planning expertise
separate managers and leaders from technicians.
 For
many
organizations,
line
management
functions include only product-producing and profitproducing functions that increase the bottom line
such as: engineering, production and marketing.
 Staff management functions provide advice and
counsel to those in line management positions.
 There is often a fine line differentiating
staff and line roles, but public relations
experts define the field as a staff function,
parallel with finance, human resources,
legal and other management functions
that advise the CEO and the Board.
 However, public relations practitioners
work
closely
with
various
levels
management within the organization.
of
Public relations can include some or all of
the
following line management functions:
 Anticipates, analyzes and interprets public opinion,
attitudes and issues that might impact, for good or ill,
the operations and plans of the organization.
 Counsels
management
at
all
levels
in
the
organization with regard to policy decisions, courses
of action and communications, taking into account
their public ramifications and the organization’s social
or citizenship responsibilities.
 Researches,
conducts
and
evaluates
programs of action and communications
to
achieve
the
informed
public
understanding necessary to the success
of
an organization’s aims. These may
include marketing, financial, fund raising,
as
well
as
employee,
community
or
government relations, and other programs.
 Plans and implements the organization’s
efforts to influence or change public policy.
 Sets objectives, plans, budgets, recruits
and
trains
staff—in
short,
manages
the
resources needed to perform all of the above.
WORKING WITH OTHER DEPARTMENTS
 In addition to working effectively as a
distinct
function,
practitioners
also
must
public
work
relations
with
other
departments or units in an organization.
 Because marketing focuses on the sales
aspects of an organization, there is a definite
need for the two areas to work cooperatively.
 Legal counsel is another area often linked with
public relations. Cooperation between the two areas
can lead to success for an organization because
battles must be won in the court of public opinion
and the court of law.
 Human resources units typically work closely
with
public
employee
relations,
especially
communication,
workplace issues
in
recruiting,
areas
and
of
other
DIVERSITY
 Recognizing the role of culture and diversity in
public relations programming means understanding
the importance of values, attitudes and beliefs of
the various publics an organization serves.
 Public
relations
professionals,
once
equipped
with culturally proficient communication models,
messages and tools, can influence an organization’s
publics by addressing the unique needs of each
public.
 In the business world and its strategic
management approaches, diversity goes
beyond communication strategies.
 Encouraging
acceptance
backgrounds
understanding
of
people
within
an
from
and
diverse
organization’s
employees, services or products is at the
core of many companies’ cultures.