Chapter8

This is PR 11th Edition Newsom, Turk and Kruckeberg

Chapter 8

Strategic Management in PR Practice


Objectives

• To understand the environment of PR work• To appreciate the need to see or create the big

picture and attend to details• To interpret PR’s role in terms of the organization’s

purpose• To develop or strengthen and support strategic

communications• To provide counsel and creative services as a

member of the management team


PR’s Role in the Organizational Structure

• Has grown with technology• Increased value of communication and ability to

handle crises• Considered essential, not optional• Valued for its strategic contributions to solving

problems, recognizing issues, advising management on how to handle problems and issues

• Parallels between profit and nonprofit sectors


Organizational Categories

• Government• Profit/corporate• Nonprofit• Distinctive communication climate within

each• Each also has a distinct culture that reflects

its values


Organizational Mission and PR

• Mission statements articulate what organizations want to accomplish

• PR plan must begin with taking into account an organization’s mission and purpose

• PR has a role in evaluating, revising, writing the organization's mission statement


Mission Statements

• Set tone for organization• Establish organizational character• Define parameters of an organization’s

activities


Vision Statements

• The way an organization wants its various publics to view it

• May include core value statements that suggest ethics of the organization


Identifying Statements

• Objective in substance• Tell what the organization is and does• Often used as the last or “boilerplate”

paragraph in a news release


Goals and Objectives

• Sometimes defined as synonyms• Generally, goals are long term• Objectives follow from goals• Objectives are short term efforts to achieve

longer term goals


Publics and Organizational Relationships

• PR is responsible for an organization’s relationships, but not for all of an organization's products, projects, programs and activities

• Good long-term relationships are critical• Components of relationships are a major

factor in determining satisfaction: control, trust, commitment, exchange, communality


Public Relations and Trust

• Founded in beliefs about an organization– Integrity (fair and just behavior)– Dependability (does what it says it will

do)– Competence (has the ability to do what it

says it will do)– Communal relationship, not just an

exchange


Monitoring, Measuring, Reporting

• PR is the best monitor of what is or isn’t happening• PR is well situated to evaluate how different publics

are responding to various actions, messages, etc.• PR must evaluate its own efforts, results, cost

effectiveness and the match between self perception and what publics think

• PR must evaluate role of social media


Good Public Relations Management

• Is strategic• Reports directly to senior management• All PR functions are integrated within one

unit or are carefully coordinated• PR is a separate management function• PR is headed by a manager, not a

technician


Good Public Relations Management (cont.)

• Two-way symmetrical model of PR is used• A symmetrical system of internal communication is

used• The staff is comprised of PR pros• There is diversity of race, gender, ethnicity• Organizational context for excellence exists

(participatory, not authoritarian)• Public relations serves as counsel to management


Issues Monitoring and Managing for Organizations

• Watching the global horizon for issues is one of the most important functions of strategic PR management

• Environmental scanning, with environment broadly defined

• Risk management• Identifying issues, then monitoring them,

then keeping management aware


Planning and Managing PR Work

• Helping develop a formal mission statement• Counseling management on publics and

strategies to reach objectives• Monitoring the environmental• Hiring good talent, both internally and

externally• Budgeting resources (not just money)


Strategies for Planning and Problem Solving

• RACE formula (Marston)– Research– Action– Communication– Evaluation

• ROPE formula (Hendrix after Cutlip and Center)– Research– Objectives– Programming– Evaluation

Strategies for Planning and Problem Solving (cont.)

• ROSIE (Broom and Dozier)– Research– Objectives– Strategies– Implementation– Evaluation



Procedures for Handling a Problem

• Define, identify problem

• Perform situation analysis

• Set program goals

• Identify publics

• Set program objectives

• Plan action program for each public

• Set media and message strategies

• Implement the program

• Evaluate the program

• Provide program recommendations


PR Departments as Source and Resource

• PR can supply information and work to other divisions of an organization

• PR can provide advice and feedback to all levels of the organization

• PR is an important source of information to internal and external audiences

• PR internally prepares backgrounders, position papers, crisis plans and reports


Managing and Working with PR People

• PR people are creative, work under continuous pressure, face frequent criticism because their work is so visible

• PR people are often more committed to their profession than to their current organization

• PR people communicate better with an organization’s publics than with each other


PR and the Global Perspective

• Some business principles in other parts of the world conflict with personal beliefs, values of US practitioners

• Constant attention needs to be paid to messages, nuances to be sure we are not imposing our values and views on others

• Government and global relationships can impede understanding


Using a Public Relations Firm

• Know and understand its structure and size• Know and understand what the contract

says regarding chargeable and nonchargeable expenses

• Realize that the larger the firm, the more specialized each person on the team will be

Transparency and Translucency

• Complete transparency not always possible– Gives facts that may not be the same thing as

truth– Information can be taken out of context– May cause emotional damage unnecessarily

• Translucency reason to not tell everything– Support for being authentic


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Chapter8

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