1. 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

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 8 August 2011DPR3B-PR&OtherManagementFunctions 2

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 8 August 2011DPR3B-PR&OtherManagementFunctions 3

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 8 August 2011DPR3B-PR&OtherManagementFunctions 4

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 8 August 2011DPR3B-PR&OtherManagementFunctions 5

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 8 August 2011DPR3B-PR&OtherManagementFunctions6

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 8 August 2011DPR3B-PR&OtherManagementFunctions7

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 8 August 2011DPR3B-PR&OtherManagementFunctions8

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 8 August 2011DPR3B-PR&OtherManagementFunctions9

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 8 August 2011DPR3B-PR&OtherManagementFunctions10

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 8 August 2011DPR3B-PR&OtherManagementFunctions11

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) 8 August 2011DPR3B-PR&OtherManagementFunctions12