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Public Relations DPR 3B

Public Relations DPR 3B. Strategic contribution of Public Relations to other management functions Learning Unit 2.1 Student Manual pp 51-94 8 August 2011. LU2 learning outcomes. Explain Public Relations strategy and plan in relation to the organisation and other management functions

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Public Relations DPR 3B

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  1. Public RelationsDPR 3B Strategic contribution of Public Relations to other management functions Learning Unit 2.1 Student Manual pp 51-94 8 August 2011

  2. LU2 learning outcomes • Explain Public Relations strategy and plan in relation to the organisation and other management functions • Justify the need for a strategic role for Public Relations • Discuss Public Relations strategy and planning • Identify Public Relations goals and aims as part of the strategy and plan • Compare existing models/frameworks for Public Relations strategy development • Outline the TOCOM model as a communication model in the context of Public Relations strategy and planning • Apply the TOCOM model to a case study • Write a Public Relations strategy based on given facts DPR3B-PR&OtherManagementFunctions

  3. Introduction [1] • PR contributes to the overall effectiveness of organisations through : • its influence on the development of organisational strategy • aligning its strategy with that of the organisation • This is accomplished through Public Relations research • Strategy is not an annual event, nor does it happen by accident • It needs leadership, awareness of problems and an understanding of strategic processes, terms and outcomes DPR3B-PR&OtherManagementFunctions

  4. Introduction [2] • Strategic thinking is a continual process that needs creative thought and innovative implementation • Public Relations Practitioners should: • contribute to the formulation and achievement of goals • have direct access to management to enable them to make meaningful contributions • Excellence theory explains the importance of PR • For organisations to be excellent they need a symmetrical worldview • For PR to be excellent, the PRP needs to practice the two-way symmetrical model of Public Relations • Critics of the Excellence theory: Holtzhausen (2007) and Ströh (2007) - see manual p 52 DPR3B-PR&OtherManagementFunctions

  5. Organisational strategy [1] • Definitions • Chandler (1962) and Roberts & Barnwell (2002) – goals, objectives, actions, resources • Cutlip, Center & Broom (2000) – systematic planning that responds to opportunities or threats • Center & Jackson (2003) – choices from available alternatives • Public Relations role: • PR research assists organisation to define alternatives • PR strategy supports organisational strategy and forecasts implications and outcomes of alternatives • PR advises top management in choosing the best alternative • Concept of strategy borrowed from the military and adapted for business use DPR3B-PR&OtherManagementFunctions

  6. Organisational strategy [2] • Strategy bridges the gap between policy and tactics • Strategy and tactics bridge the gap between ends and means • Strategy emerges over time as intentions collide with and accommodate a changing reality • According to Henry Mintzberg (1994), the most common ways of using strategy are: • As a plan, a “how”, a means of getting from here to there • As a pattern of actions over time, ie a company that regularly markets expensive products uses a “high-end” strategy • As a position to reflect decision to offer specific products in particular markets • As a perspective, a vision and direction DPR3B-PR&OtherManagementFunctions

  7. Public Relations strategy [1] • To plan successfully, PRPs must be involved with the strategy of the organisation • Why? To determine how an organisation responds to and manages relationships and demands from their environments • Communication strategy incorporates sub-categories: message strategy and media strategy • Message strategy • Recognises public perceptions and develops messages to close the gap between organisation’s reality and public perceptions • Brings together creative and persuasive communication • Creatively blends rational and emotional thinking DPR3B-PR&OtherManagementFunctions

  8. Public Relations strategy [2] • Public Relations strategy concept based on assumption that Public Relations: • Is practiced as a strategic management function with a unique identity • Assists organisation to adapt to its environment by achieving balance between commercial imperatives and socially acceptable behaviour • Brings balance by identifying and responding to issues by aligning organisation and communication goals to societal and stakeholder values, norms, expectations (Steyn & Puth, 2000) • Provides communication focus and direction • Responds to a fast-changing environment, directs action • Flows from organisation vision, mission, culture, policies, goals • Focuses on evaluation of the external environment DPR3B-PR&OtherManagementFunctions

  9. Models for PR strategy [1] • Grunig & Repper (in Grunig, 1992:124) • Conceptual framework with three stages • Focuses on stakeholders, publics and issues in strategy management • Stakeholder: formative research to scan environment, identify mutual consequences, communication to build relationships • Public: forms when consequences become problems, research to identify and segment publics, help to manage conflict • Issue: publics create issues out of problems, anticipate issues and manage response, media plays important role • Moss & Warnaby (in Kitchen, 1997) • Linked PR strategy (functional) to corporate and competitive levels of strategy formulation • Adaptive/interpretative strategy DPR3B-PR&OtherManagementFunctions

  10. Models for PR strategy [2] • Vercic & Grunig (in Moss, Vercic & Warnaby, 2000) • Building symbolic relationships with stakeholders • Insufficient at programme level (implementation) • Likely (2003) • Strategic PR role in all seven stages • Notable role in deliberate (intended) strategy formulation, strategy execution, emergent strategy formulation and actual, realised strategy • Steyn & Puth (2000) • PR strategy (functional level) based on enterprise strategy • Conceptualised roles of technician, manager, strategist DPR3B-PR&OtherManagementFunctions

  11. Models for PR strategy [3] • Olivier (1997) • Johnson and Scholes strategic management model for PR • Ordinary PR management vs extraordinary PR management • Latter = emergent strategy formation • Steyn (2003) • Differentiates between enterprise and functional level strategy formulation • Prinsloo (2005) • Based on Steyn’s framework for formulating enterprise strategy • Differentiates it from corporate (financial) strategy DPR3B-PR&OtherManagementFunctions

  12. PR goals and objectives • PR goals and objectives forms part of PR strategy to achieve organisation’s goals and objectives • Goals focus on a desired outcome to solve a problem • Objectives address aspects of the problem with several objectives contributing towards achieving the goal • Objectives specify • The desired communication outcome and targeted public/s • Expected level of attainment and time frame for outcome • A PR campaign • Plans to inform, create awareness, persuade or change behaviour related to the overall vision, mission and goals of the organisation (Rensburg & Cant, 2009) DPR3B-PR&OtherManagementFunctions

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