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PR Midterm
Mostly includes material from chapter 5 (not covered in other sets.)
| Term | Definition |
|---|---|
| it takes a village to sell a CEO to both Wall Street and Main Street; aka, today's boss requires a village of communications advisors | true. |
| Examples of communications advisors: | executive coach, social media guru, speechwriter, media coach, positioning coach (counsel CEO on building a personal brand), reputation manager, personal stylist |
| The primary function of a top manager is to serve as the organization’s communicator | true; they act as a PR person. |
| Some responsibilities of the CEO | firm’s top manager, responsible for, in addition to setting strategy and framing policy, serving as the organization’s chief spokesperson, corporate booster, and reputation defender |
| Public relations today is much more a planned, persuasive social managerial science than a knee-jerk, damage-control reaction to sudden flare-ups. | true. |
| PR professionals must be able to think on their feet, perform well in a crisis, think strategically and plan methodically to help change attitudes and crystallize opinons | true. |
| How are public relations programs measured? | They are measured based on results; achieving results in building the key relationships on which the organization depends |
| James Grunig and Todd Hunt Boundary role of PR managers: | They function at the edge of an organization as a connection between the organization and its external and internal publics. In other words, public relations managers have one foot inside the organization and one outside |
| The public relations director should report to the CEO. | true. |
| The public relations sector promotes the entire organization | true.; this is necessary for a proper reporting relationship to be established |
| Public relations is often subordinated to advertising, marketing, legal, or human resource | true; this is dangerous because the PR chief makes the job mistakenly become one of promoting products rather than the organization as a whole. |
| For the public relations function to be valuable to management... | it must remain independent, credible, and objective—an “honest broker” on whom management can rely to tell the truth. This makes PR professionals more effective as top-management advisors |
| Public relations should be the corporate conscience | An organization’s PR professionals should enjoy enough autonomy to deal openly and honestly with management. |
| If an idea doesn’t make sense/ product is flawed/ general institutional wisdom is wrong, it is the duty of the public relations professional to challenge the consensus | true. |
| public relations should never shirk its overriding responsibility to enhance the organization’s credibility by ensuring that corporate actions are in the public interest, but should still communicate with advertising, marketing etc. | true. |
| Aspects of PR planning | objectives, strategies, research, budgeting, tactics, and evaluation; should be organized into a cohesive framework |
| 4-part skeleton of a typical PR campaign: | Backgrounding the problem (situation analysis), preparing the proposal, implementing the plan, evaluating the campaign |
| Backgrounding the problem | situation analysis, background, or case statement that specifies the major aims of the campaign |
| Preparing the proposal | generally includes situational analysis, scope of assignment, target audiences, research methods, key messages, communication vehicles, project team, timing and fees |
| Implementing the plan | details operating tactics. It may also contain a time chart specifying when each action will take place. Specific activities are defined, people are assigned to them, and deadlines are established |
| Evaluating the campaign | To find out whether the plan worked, evaluation methods should be spelled out here. Did we implement the activities we proposed? Did we receive appropriate public recognition for our efforts? Did attitudes change? |
| The fact is that no matter how important planning may be, public relations is still assessed principally in terms of its action, performance, and practice. | true. |
| An organization’s goals must define what its public relations goals will be, and the only good goals are ones that can be measured | true. |
| Good objectives stand up to the following questions: | Do they clearly describe the end result expected? Are they understandable to everyone in the organization? Do they list a firm completion date? Are they realistic, attainable, and measurable? Are they consistent with management’s objectives? |
| MBO (managing by objectives) | helps quantify the value of public relations in an organization; an provide public relations professionals with a powerful source of feedback; tie public relations results to management’s predetermined objectives in terms of audiences, messages, and medi |
| The two questions most frequently asked by general managers of public relations practitioners are: | How can we measure public relations results? and How do we know whether the public relations program is making progress? |
| Procedure for implementing MBO programs (1) | Specification of the organization’s goals, with objective measures of the organization’s performance, Conferences between the superior and the subordinate to agree on achievable goals |
| Procedure for implementing MBO programs (2) | Agreement between the superior and the subordinate on objectives consistent with the organization’s goals, Periodic reviews by the superior and the subordinate to assess progress toward achieving the goals |
| No organization can spend indiscriminately. Without a realistic budget, no organization can succeed. Likewise, public relations activities must be disciplined by budgetary realities | true. |
| Functional budgeting | dollars for staff, resources, activities, and so on are linked to specific revenue-generating activities. Employees are required to turn in time sheets detailing hours worked on behalf of specific client; used in PR agencies responsible for revenue |
| Administrative budgeting | budget dollars are assigned generally against the department’s allocation for staff and expenses; used where PR is a "staff" activity and not responsible for revenue generation |
| The key to budgeting lies in two key steps: | (1) estimating the extent of the resources—both personnel and purchases—needed to accomplish each activity, and (2) estimating the cost and availability of those resources. |
| Pay-for-performance PR | the buyer pays only for what he or she gets, meaning that fees are based on the depth of coverage and the circulation or audience rating of the venue in which coverage appears. |
| Most public relations agencies treat client costs in a manner similar to that used by legal, accounting, and management consulting firms: | The client pays for services rendered,( monthly or yearly basis) or on minimum charges based on staff time. Time records are kept by every employee on a daily basis to be sure that agency clients know exactly what they are paying for. |
| Hourly charges for public relations agency employees can range from.. | double figures per hour or upwards to $500–$600 an hour and even as high as $1,000 an hour for a handful of agency superstars. |
| The guiding rule in agency budgeting is to ensure that the client is aware of how charges are being applied so that nasty surprises might be avoided when bills are received. | true. |
| Agencies generally organize according to industry groupings, with specialization in industry functions: | media relations, government relations, social media, investor relations, and so on. |
| Larger agencies are divided into such areas such as... | health care, sports, fashion, technology, finance, and so on |
| Team members bill clients on an hourly basis, with most firms intending to retain two-thirds of each individual’s hourly billing rate as income | true; ex: if an account executive bills at a rate of $300 per hour, the firm expects to retain $200 of that rate toward its profit. |
| Out-of-pocket expenses—for meals, hotels, transportation, and the like—are generally charged back to clients at cost | true. |
| Some of the duties associated with PR: | Media relations, social media marketing, internal communications, gov relations/public affairs, community/investor relations, consumer relations, PR research/writing, advertising, graphics, special events, crisis management, counseling,philanthropy, etc. |
| Public relations professionals generally work in one of two organizational structures: | as a staff professional in a public relations department of a corporation, university, hospital, sports franchise, political campaign, religious institution, and so on, whose task is to support the primary business of the organization |
| Public relations professionals generally work in one of two organizational structures: | or (2) as a line professional in a public relations agency, whose primary task is to help the organization earn revenue. |
| Departments range from one-person operations to far-flung networks of hundreds of people, such as at the U.S. Department of Defense, Johnson & Johnson, or ExxonMobil, with staff around the world. | true. |
| Today, appropriately, about half of all corporate communications departments report to the chairperson, president, and/or CEO | true; About one-sixth of public relations departments report to advertising or marketing, and another one-sixth report to a vice president of administration |
| Variations in department function(s) | In government, PR professionals typically report directly to department heads. In universities, the PR function is frequently coupled with fundraising and development activities. In hospitals, public relations is typically tied to the marketing function |
| oday, everybody is online and using social media—activists, employees, consumers, and bloggers of every stripe and attitude. For the first time in history, corporate communicators and their superiors no longer control the conversation. | true. |
| Companies now need to organize communications departments to reflect a new diverse group of “influencers,” from academics to activists to Instagram superstars | true; this is due to the rising influence of social media |
| The biggest difference between an external agency and an internal department is perspective. The former is outside looking in; the latter is inside looking out | true. |
| An agency... | unfettered by internal corporate politics, might be better trusted to present management with an objective reading of the concerns of its public; agencies have become more systematic in measuring success and keeping customers from migrating |
| The most difficult part of agency work is not attracting clients but retaining them. | true; management is often more likely to look toward an outside specialist for advice vs. an inside one. |
| What are public relations agencies today? | huge businesses, with PR itself being a multi-million dollar industry. In 2017, the global public relations industry recorded fee income of approximately $15 billion, employing upwards of 46,000 people in the 250 top agencies alone |
| Major communications holding companies: | Omnicom, Interpublic group, WPP group, Havas, Publicis, Chime Communications PLC |
| What is reputation management? | Public relations purists argue that this is precisely what they have been doing all along—helping to “manage strategically” an organization’s “reputation,” that is, its brand, position, goodwill, or image |
| An organization’s reputation is composed of two elements: | the more “rational” products and performance, and more “emotional” behavioral factors, such as customer service, CEO performance, personal experience with the company, etc. (reputation is gained by what one does, not says.) |
| Reputation management | is the ability to link reputation to business goals to increase support and advocacy and increase organizational success through profits, contributions, attendance, and so on. |
| What do reputation managers do? They... | try to influence behaviors, persuading: customers to recommend and buy their products, investors to invest in their org, job seekers to enlist as employees,other strong orgs to joint venture with them, and people to support the org when it is attacked. |
| What kinds of public relations jobs were most in demand? | digital media specialists are in high demand due to the rise of social media; media relations specialists ranked next, exhibits PR managers working with media; lastly, client relationship managers to help manage an org's reputation. employee comm as well |
| PR department pay rates | Median annual corporate public relations salaries in 2017 were $126,000, in 2015 were $90,000, an increase of 13% from the year earlier; were $78,000 in 2015, up 7% in 2016; avg 91k |
| Fifty years ago, 27% of public relations practitioners were female; today that figure has grown to upwards of 70%, according to the PRSA | true |
| While women predominate in the field, they still only occupy 30% of the top positions | true; Moreover, salaries of women in public relations still tend to be 10-30% less than men in equivalent positions |
| CCO | chief communication officer |
Created by:
FaithMcBaith
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