Public Relations Exam 2 Chapter 5 Management o Management Process of PR Managers insist on results best PR programs can be measured in achieving results in building key relationships Boundary Role Grunig Hunt s idea that PR managers function at the edge of an organization as a liaison between organization internal and external publics Must have procedural mindset o Reporting to Top Management PR function must report to top management Public Relations must remain independent credible and objective to stay valuable PR should be corporate conscious Corporate actions in public interest o Conceptualizing the PR Plan Planning is essential part of management to know where campaign is headed and to gain top management support Top complaint PR is too much seat of the pants activity impossible to plan and difficult to measure Fix this by showing them a plan Before organizing Objectives and strategies Planning and budgets Research and evaluation Environment must dictate overall business objectives Business objectives PR objectives strategies PR programs PR Management Process 1 Defining the problem or opportunity research current attitudes about issue determine problem 2 Programming formal planning key constituents publics strategies tactics goals 3 Action program implemented 4 Evaluation final step to asses if it worked how to improve o Creating the PR Plan 1 Executive summary overview of plan 2 Communication process how it works 3 Background mission statement vision values events that led to need for plan 4 Situation analysis major issues and related facts 5 Message statement plans major ideas and themes 6 Audiences strategic constituencies related to issues whom to develop maintain relationship 7 Key audience messages one two sentence massages you want understood by audience 8 Implementation issues audiences messages media timing cost expected outcomes method of evaluation 9 Budget the plans overall budget presented in the organizations accepted style 10 Monitoring and evaluation how plans result will be measured against benchmark or desired outcome Can be measured and evaluated organization can be assured program is working o Activating the PR Campaign 1 Backgrounding the problem situation analysis case statement specifies major aims of campaign 2 Preparing the proposal sketches broad approaches to solve problem at hand Situational analysis description of challenge as it currently exists history on how it reached present state Scope of assignment description of nature of assignment Target audiences specific targets identified and divided into manageable groups Research methods specific research approach to be used Key messages specific selected appeals Communications vehicles tactical communications devices to use 3 Project team key players who will participate Timing and fees timetable w proposed costs identified Implementing the plan details operating tactics time chart of each actions occurrence activities defined assigned to people w deadlines guts of campaign 4 Evaluating the campaign find out if plan worked evaluation methods planned out o Setting PR Objectives Organizations goals define PR goals PR objectives strategies that flow from these goals must achieve results Only good goals are the ones that can be measured Do they clearly describe the end results expected Are they understandable to everyone in he organization Do they list a firm completion date Are they realistic attainable and measurable Are they consistent with management s objectives Managing by objectives MBO Managing by results MBR 1 Specification of the organizations goals w objective measures of the organizations performance 2 Conferences between the superior and the subordinate to agree on achievable goals o Budgeting o Implementing PR Programs 3 Agreement between the superior and the subordinate on objectives consistent w organizational goals 4 Periodic reviews by the superior and subordinate to asses progress toward goals Functional budgeting dollars for staff resources activities etc linked to specific revenue generating activities Administrative budgeting when not responsible for revenue generation budget dollars are assigned against allocation for staff and expenses 1 Estimating the extent of resources needed 2 estimating cost and availability of those resources Pay for performance contracts only pay if achieved Agency Budgeting Rule ensure that the client is aware of how charges are being applied so no one is badly surprised Investor relations Social Media marketing Internal communication informing employees and principles Media Relations coordinating relations w media Government relations and public affairs Community relations Consumer relations Public relations research Public relations writing Graphics Website management Philanthropy Special events Management counseling Crisis management Gannt Chart focuses on sequences of tasks necessary for completion Special interest public relations Institutional advertising of the project at hand represented by single horizontal bar PERT Chart relationship between each activity show critical path series of tasks that must be completed in certain period of time o The PR Department Two Organizational Structures 1 Internal as a staff professional in a PR department of corporation university etc 2 External as a line professional in a PR agency primary task is to help organization earn revenue Government report to department heads Universities fundraising developmental activities Hospitals marketing o The PR Agency external Biggest difference between internal department and external agency Agency is unfettered by internal corporate politics outside looking is perspective in Not taken for granted by firms management Specialize in industry groupings functions Account teams assigned different clients Bill by hour 2 3 hourly rate is income Most difficult part of agency work is retaining clients Most PR firms consumed by Interpublic Group Omnicom WPP Group Havas Publicis Chime Communications PLC Purists bemoan this because dominated by advertising agencies PR Purists think this is what we ve been doing all along Reputation composed of 2 elements 1 Rational products and performance 2 Emotional behavioral factors Reputations matter because companies can charge premium for positive word of mouth Reputation management the ability to link reputation to business goals to increase support and advocacy and increase organizational success through profits contributions attendance and
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