MANAGEMENT Chapter Four

4-2 Management Process In order to achieve results, public relations practitioners must have access to management and build relationships with key constituencies as well as understand the business environment.

4-3 Role of Practitioner to Management As an interpreter for management, the public relations practitioner serves as an advisor. This function must be independent, ethical, autonomous, and objective.

4-4 Structure Organizational Goals, Mission, and Plans  Strategic and Tactical Plans operating in the business environment. Public Relations Plans operate within the larger organizational plan. Specific programming implementation operating within the culture and profession.

4-5 Management Relationships By its very nature, public relations is built upon relationships. These relationships take two forms: Internal and External. The public relations practitioner must operate as a boundary spanner in these relationships.

4-6 Management Organizational Plans are carried out by managers. Each manager has a specific role in the organizational hierarchy. Organizational charts and job descriptions clarify roles and relationships. Organizations use various formulas to carry out plans, such as MBO (Management by Objectives) or MBR (Management by Results).

4-7 Management Management formulas, such as MBO or MBR, become a framework for planning, monitoring, and measuring results of organizational efforts. These formulas require meetings between the parties involved to assure that goals and objectives are met within a given timeframe. Communication is essential to their success.

4-8 Management The Public Relations function is born out of the overall management plan. Specific planning and activities are carried out with the resources available. Therefore, scheduling, budgeting, and accountability are all integral to the results- oriented process.

4-9 Public Relations Planning The public relations management process also uses a framework to build a plan. The R-A-C-E definition serves as the foundation for this process.

4-10 Public Relations Planning R-A-C-E 1. Defining the problem or opportunity 2. Programming/planning 3. Action with communication vehicles 4. Evaluation

4-11 Activating the Public Relations Plan And now for the rest of the story…. Further expansion of the R-A-C-E framework includes the nuts and bolts of the plan, which would then be developed into a proposal or program plan.

4-12 R-A-C-E

4-13 Example of Skeletal Plan Parts 1. Background of the problem or opportunity 2. Outline of strategies (how’s) and tools to complete the objectives. 3. Implementation plan, activities and timeline 4. Evaluation to measure objectives and implementation and/or quality indicators.

4-14 Categories of Public Relations Tasks Advice Communication service Research and Analysis Public Relations Action programs

4-15 Examples of Tasks Outreach Coordinating relationships & activities Interaction Support activities Image, graphic, and photographic services Online tools Research Gift giving Special events Counseling/advising

4-16 Two Types of Organizational Environments Public Relations Departments Public Relations Agencies

4-17 Sectors of Public Relations Employers Public Relations Firms Corporations Government Health Care Non profit Education

4-18 Question….. What are the differences in salary for males and females?

4-19

4-20 There is a Need for Practitioners in the Future

4-21 Education and Skills Needed In addition to public relations classes: Writing and speaking skills Ethics and law Media/publication and production Research Campaign Action & Implementation Internship/volunteer experience  According to the PRSSA Blueprint for Education

4-22 Show me the money…… Do you know where the best public relations jobs are?