What do they mean? How do they mean?

1. What do they mean? How do they mean?

2. M92MC Public Relations Week Three Corporate PR John Keenan John.keenan@coventry.ac.uk

3. So far… Week One What is PR? Introduction to module and assignment and advice https://m92mc.wordpress.com/what-is-pr/ Cultural framework of PR – neoliberalism, post-industrial https://m92mc.wordpress.com/cultural-framework/ Week 3 of 12

4. Assignment • Essay. Using a range of examples critique the nature and practice of public relations. • Word limit 3000 words. Deadline 12.3.15 • You should consider • 1. What PR is • 2. How PR is constrained by the cultural framework • 3. Types of PR and their similarities and differences • 4. Ethics • 5. How crises may be managed through PR • 2. Create a PR campaign for a fictional firm. • Groups of up to 6. Deadline 12.5.15

5. What do they mean? How do they mean?

6. Corporate PR • What is a corporation? • 2. Internal control to gain identity • 3. External methods to gain image • 4. Case Studies – Shell, Disney, McDonald’s

7. Other External Stakeholders: Suppliers, Investors Recruitment Satisfaction Satisfaction Employee Customer Corporation View View Retention Loyalty Identity Image Revenue

9. 1. What is a corporation?

10. Corpus - body

11. What is an organisation? “Organisations can…be defined as bounded communities, as processes and as sites of contest of meaning-making.” (L’Etang 2008: 190)

12. Discourse

13. Organisations as: • Machine / Organism / Brain Gareth Morgan in L’Etang 2008: 192

14. People in Organisations Positional Individualist Enclave Isolate 306DOU

15. Corporations are Political ‘all institutions are of necessity political…All have to perform in such a way that they will not be rejected an opposed by groups in society that can veto or block them’ Drucker (1980) ehling grung and white page 363

16. Corporations Need Identity ‘Any organization, be it multinational corporation, urban arts centre or government department, needs a clear sense of its identity and purpose, and needs to project this sense to its own staff, to the general public, and to other organizations with which it deals. Defining this sense is a task of management in which the expertise of public relations can be used, and it will be carried out by means of extensive interviews within the organization and outside it’ Morgan, J. and Welton, P (2009) See What I Mean. London: Hodder p.96-7

17. Corporations are People “Legal theory endows corporations with a fictive personality…Does is make sense to think about organisational intentions? Do organisations think, and if so, how?” (L’Etang 2008: 190) http://www.youtube.com/watch?v=MKbpQ_H7ziU

18. https://images.search.yahoo.com/images/view;_ylt=AwrB8qA2PM9UPF0AF4CJzbkF;_ylu=X3oDMTIzNjMwZXVkBHNlYwNzcgRzbGsDaW1nBG9pZAMzYWJmOTRjYWU1YzFiOTE0YmQ0OTk3YzkyNjliM2M2NwRncG9zAzIyBGl0A2Jpbmc-?.origin=&back=https%3A%2F%2Fimages.search.yahoo.com%2Fsearch%2Fimages%3Fp%3Dharris%2Binteractive%2B2008%2BCorporate%2Bresponsibility%26n%3D60%26ei%3DUTF-8%26y%3DSearch%26fr%3Daaplw%26fr2%3Dsb-top-images.search.yahoo.com%26tab%3Dorganic%26ri%3D22&w=527&h=330&imgurl=www.dpkpr.com%2Ffiles%2F150&rurl=http%3A%2F%2Fwww.dpkpr.com%2Farticles%2Fdpkpedia-definition-of-reputation-management%2F&size=41.6KB&name=DPKpedia%3A+Definition+of+Reputation+Management&p=harris+interactive+2008+Corporate+responsibility&oid=3abf94cae5c1b914bd4997c9269b3c67&fr2=sb-top-images.search.yahoo.com&fr=aaplw&tt=DPKpedia%3A+Definition+of+Reputation+Management&b=0&ni=72&no=22&ts=&tab=organic&sigr=12bg0696e&sigb=15ljtjaf6&sigi=10n5ke5m0&sigt=11dc38led&sign=11dc38led&.crumb=XrA.JG8vcCZ&fr=aaplw&fr2=sb-top-images.search.yahoo.comhttps://images.search.yahoo.com/images/view;_ylt=AwrB8qA2PM9UPF0AF4CJzbkF;_ylu=X3oDMTIzNjMwZXVkBHNlYwNzcgRzbGsDaW1nBG9pZAMzYWJmOTRjYWU1YzFiOTE0YmQ0OTk3YzkyNjliM2M2NwRncG9zAzIyBGl0A2Jpbmc-?.origin=&back=https%3A%2F%2Fimages.search.yahoo.com%2Fsearch%2Fimages%3Fp%3Dharris%2Binteractive%2B2008%2BCorporate%2Bresponsibility%26n%3D60%26ei%3DUTF-8%26y%3DSearch%26fr%3Daaplw%26fr2%3Dsb-top-images.search.yahoo.com%26tab%3Dorganic%26ri%3D22&w=527&h=330&imgurl=www.dpkpr.com%2Ffiles%2F150&rurl=http%3A%2F%2Fwww.dpkpr.com%2Farticles%2Fdpkpedia-definition-of-reputation-management%2F&size=41.6KB&name=DPKpedia%3A+Definition+of+Reputation+Management&p=harris+interactive+2008+Corporate+responsibility&oid=3abf94cae5c1b914bd4997c9269b3c67&fr2=sb-top-images.search.yahoo.com&fr=aaplw&tt=DPKpedia%3A+Definition+of+Reputation+Management&b=0&ni=72&no=22&ts=&tab=organic&sigr=12bg0696e&sigb=15ljtjaf6&sigi=10n5ke5m0&sigt=11dc38led&sign=11dc38led&.crumb=XrA.JG8vcCZ&fr=aaplw&fr2=sb-top-images.search.yahoo.com

19. http://www.statisticbrain.com/startup-failure-by-industry/

20. http://www.cbsnews.com/news/why-did-tesco-fail-in-the-us/

21. What is a corporation? Definition…

22. Political body struggling for power and influence; struggles articulated and performed through discourse. A collectivity of people with (mostly) shared missions or interests

23. 2. Identity

24. Michael Wood on England Identity is not something genetic, safe and secure. It is shaped by history and culture: it is about group feeling…It is always in the making and never made. Stuart Hall – a struggle, in process

25. Identity: Schools of Thought FOCUS: THEORGANIZATION’SINTERNAL ANDEXTERNALSTAKEHOLDERS STRATEGICFOCUS CULTURALFOCUS FASHIONABILITYFOCUS COMMUNICATIONSFOCUS 5. The Corporate-CommunicationsSchool:Communicating the organization’smission and philosophy through formal corporate communications policies 3. The Behavioral School:Nurturing a distinct organizational cultural mix 1. The Strategic School:Articulation of corporate mission and philosophy Feedback 2. The Strategic-Visual School:Effecting strategic changethrough visual means 6. The Visual-CommunicationsSchool:Communicating the organization’smission and philosophy visually 4. The Visual-Behavioral School:Communicating visually the organization’s distinct culture 7. The Design-as-Fashion School:Keeping visual elementsfashionable Integrative Diagram of the Hierarchy of Schools of Thought in Strategic Corporate-Identity ManagementAdapted from Balmer (1995) [54] (Based on an analysis of the literature)

26. A new model of the corporate identity - corporate communications process Exogenous Factors Creates STAKEHOLDERS Primary Communication CORPORATE IDENTITY through Can lead to CORPORATE IMAGE AND CORPORATE REPUTATION Tertiary Communication COMPETITIVE ADVANTAGE Secondary Communication STAKEHOLDERS Creates Feedback Feedback POLITICAL, ECONOMIC, ETHICAL, SOCIAL & TECHNICAL, ENVIRONMENTAL FORCES Corporate Identity (i) Values & Purposes (ii) Corporate Strategy (iii) Organisational Culture (iv) Organisational Structure Environmental Forces The five environmental categories have an impact on all parts of the process articulated above Primary Communication (i) Products & Services (ii) Market behavior (iii) behavior towards Employees (iv) Employee behavior to Other Stakeholders (v) Non-Market behavior Secondary Communication (i) Formal, Corporate & Communications (Advertising, PR, Graphic Design, Sales Promotions, etc). (ii) Visual Identification Systems Tertiary Communications (i) Word-of-mouth (ii) Media Interpretation and spin (iii) Competitors - Communication and ‘spin’ Stakeholders (i) Individuals (increasingly are seen to belong to multiple stakeholder groups both within and outwith the organisation. Traditionally, stakeholders are categories as belonging to one stakeholder group) (ii) Customers (iii) Distributors and retailers (iv) Suppliers (v) Joint-venture partners (vi) Financial Institutions and analysis (vii) Shareholders (viii) Government & Regulatory Agencies (ix) Social Action Organisations (x) General Public (xi) Employees Corporate Image (i) The immediate mental picture that individuals or individual stakeholder groups have of an organisation Corporate Reputation (i) Evolves over time as a result of consistent performance reinforced by the three types of communication shown above Competitive Advantage (i) The reputation of the company in the eyes of individuals and stakeholder groups will influence their willingness to either provide or withhold support for the company Exogenous Factors Perceptions of the organisation and therefore the strength of competitive advantage can be influenced by a number of factors including: (i) Country of Origin, Image and Reputation (ii) Industry Image and Reputation (iii) Image & Regulations of Alliances and Partnerships etc. Balmer & Gray (1999)

27. Coercive Management • http://youtu.be/wVQPY4LlbJ4

28. 2. Referent Management

29. 3. Expert Management

30. 4. Legitimate Management

31. 5. Reward Management

32. http://youtu.be/6f6qRwp8YwE?list=RDR2hVMfFDWE8

33. Panopticon Surveillance

34. Internal Control • Winslow Taylor • Hawthorne Effect

35. Surveillance

37. Targets • Game theory http://plato.stanford.edu/entries/game-theory/ Freedom---------control

39. “we relinquish many of our rights of free speech when we take up employment. The organisations which employ us are, with few exceptions, not worker-democracies but autocracies or oligarchies run by people who are usually accountable to others […] Employees are obliged to receive the ideas and information communicated by their employers, and at the same time they forfeit the right to speak out. Bringing one employer into disrepute is a commonly accepted basis for dismissal, while breaching confidences and speaking to the media without permission often constitute disciplinary offences.” Morris and Goldsworthy 2012: 116

40. ‘An individual needs to accept constraints on his/her behaviour by the mere fact of belonging to a group. For a group to continue to exist at all there will be some collective pressure to signal loyalty. Obviously it varies in strength. At one end of the scale you are a member of a religious group though you only turn up on Sundays, or perhaps annually. At the other end there are groups such as convents and monasteries which demand full-time, life-time, commitment.’ Mary Douglas http://projects.chass.utoronto.ca/semiotics/cyber/douglas1.pdf

41. Belonging Anthropology – Margaret Mead, Malinowski – tribal belonging. Them and Us. Taboo Durkheim: ‘classification underwrites all attempts to co-ordinate activities. Anything that challenges the habitual classification is rejected.’ Douglas http://projects.chass.utoronto.ca/semiotics/cyber/douglas1.pdf

42. Corporate Culture • a set of values, beliefs, and behaviour patterns (Deal and Kennedy, 1982; Jones, 1983; Kotter and Heskett, 1992; Pheysey, 1993; Deshpande and Farley, 1999) • Cognitive map that influences the way in which the context is defined, for it provides the selection mechanisms or norms and values which people enact events . A pattern of beliefs, symbols, rituals, myths, and practices that have evolved over time. (Pheysey, 1993). • Corporate culture is also the dominant values espoused by an organisation or a set of values and assumptions that underlie the statement: “this is how we do things around here” (Deal and Kennedy, 1982; Quinn, 1988).

43. Physical Structures Rituals/ Ceremonies Stories Language Beliefs Values Assumptions (McShane and von Glinow 2008) Elements of Organisational Culture Artifacts of organisational Culture Organisational Culture

44. Visible Manifestations • Symbols • Stories • Heroes • Slogans • Ceremonies Daft and Lane 2009

45. 3. Image

46. Physical Structures Rituals/ Ceremonies Stories Language Beliefs Values Assumptions (McShane and von Glinow 2008) Elements of Organisational Culture Artifacts of organisational Culture Organisational Culture

47. ‘reputation management begins from the inside, not in the corporate communication department. However it is usually that department that is responsible for building relationships with stakeholders and being in regular dialogue with them. They are the bearers of the corporate narrative, but more importantly they are the organizational antennae, ever in dialogue and listening and ever alert to danger signs. And it is in building relationships of trust that the organization builds a level of protection for itself when things go wrong. They are more likely to be believed, they will have others speaking in their defence and they will have a history of integrity behind them.’ Griffin, Andrew. PR in Practice : Crisis, Issues and Reputation Management : A Handbook for PR and Communications Professionals. London: Kogan Page Ltd., 2014

48. What would you do?

49. Brand equity ‘brand equity is the positive differential effect that knowing the brand name has on customer response to the product or service.’ http://uwmktg301.blogspot.co.uk/2010/03/brand-equity.html

50. ‘Unless the organization is completely new, two pictures will emerge: the way it is actually seen, and the way it would like to be seen. The next task is to change the former image so that it more closely resembles the latter’ Morgan, J. and Welton, P (2009) See What I Mean. London: Hodder p.97