1. Excellence 11: models of public relations and communication
1.1. the development of a category scheme
1.1.1. (consider similarity to bob craig chart)
1.1.2. allows for a research endeavor by giving focus and hypotheses
1.1.3. warnings about models and categories
1.1.3.1. all models are "false" in the sense that no representation can capture reality perfectly
1.1.3.2. Weber's "ideal types" may not be actual in any particular case
1.1.3.3. a useful fiction for making sense of complex reality
1.1.3.4. use with awareness of limitations
1.1.3.5. develop critical skills in knowing limits, applicability, need for supplemental and replacement models, categories, theories...
1.2. early attempts at models: pedigree of the four category model
1.2.1. the public be fooled
1.2.2. the public be informed
1.2.3. synchronic
1.2.3.1. synchronize the public with our goals
1.2.4. diachronic
1.2.4.1. negotiate a state of affairs that benefits both the organization and the public
1.3. the four emergent models
1.3.1. press agentry / publicity
1.3.1.1. Buffalo Bill Cody
1.3.1.2. Calamity Jane
1.3.1.3. Daniel Boone
1.3.1.4. Andrew Jackson
1.3.1.5. PT Barnum
1.3.1.5.1. there is a sucker born every minute
1.3.2. public information model
1.3.2.1. Ivy Lee
1.3.2.1.1. explaining misunderstood and complicated facts to a popular audience
1.3.3. asymmetrical
1.3.3.1. Creel Committee
1.3.3.1.1. begin to use social scientific methods to research publics
1.3.3.1.2. use findings to craft messages
1.3.3.2. Edward Bernays
1.3.4. symmetrical
1.3.4.1. telling the truth
1.3.4.2. interpreting the client and the public to each other
1.3.4.3. management understanding the viewpoints of employees and neighbors as well as neighbors and employees understanding the viewpoints of management
1.3.4.4. develop understanding
1.3.4.4.1. (note Gadamer and hermeneutics)
1.4. research support for the four models
1.4.1. positive theories describe
1.4.1.1. understand problems
1.4.2. normative theories guide
1.4.2.1. solve problems
1.4.2.2. may not be practiced anywhere
1.4.2.3. argues that if practiced it would lead to effective outcomes
1.4.3. how can we measure
1.4.3.1. how much each model is used
1.4.3.1.1. are you trying to change attitudes and behavior or facilitate communication and understanding
1.4.3.1.2. Grunig questionairre
1.4.3.1.3. research language
1.4.3.2. the effectiveness of each model
1.5. reasons for practicing various models
1.5.1. organizations do not always match form to environment
1.5.1.1. form is skewed by internal factors rather than simple adaption to effective interaction with the environment
1.5.1.2. power-control model: a coalition of the most powerful people in that organization, the dominant coalition, chooses the behaviors
1.5.1.2.1. organizational culture
1.5.1.2.2. potential of the public relations department
1.5.1.2.3. schema for public relations in the organization
2. Excellence 12: organizational roles of communication and public relations practitioners
2.1. (excuse me, but can you tell me what public relations people do?)
2.2. four communication practitioner roles
2.2.1. manager
2.2.2. technician
2.2.3. communication liason
2.2.4. media relations
2.3. organizations have people who become the focal point for meeting expectations and functions
2.3.1. office / role
2.3.2. professional expectations
2.3.2.1. professions
2.3.2.1.1. a set of professional values
2.3.2.1.2. membership in strong professional organizations
2.3.2.1.3. adherance to professional norms
2.3.2.1.4. an established body of knowledge or theory to guide practice
2.3.2.1.5. technical skills learned through professional training
2.3.2.2. semi-professions
2.3.3. public relations as an emerging profession
2.3.3.1. role ambiguity
2.3.3.2. organizations and people have different expectations
2.3.3.3. send different roles to the practitioner
2.3.3.4. positive: allows for some autonomy: if people aren't sure what you do, you can choose and set the expectations
2.3.4. practitioners can change their role from technician to manager
2.4. roles theory and research in public reltions
2.4.1. Broom theory based roles
2.4.1.1. expert prescriber
2.4.1.1.1. diagnosis and treatment
2.4.1.1.2. management implements their recommendations
2.4.1.1.3. management offers passive dependency
2.4.1.2. communication facilitator
2.4.1.2.1. go between
2.4.1.2.2. mediator
2.4.1.3. problem solving process facilitator
2.4.1.3.1. systematic thinking towards solutions
2.4.1.3.2. active engagement of others
2.4.1.3.3. essential in two way symmetrical model
2.4.1.3.4. rated highest in satisfaction: adequacy, efficacy, expertise
2.4.1.4. communication technician
2.4.1.4.1. technical service provider
2.4.1.4.2. implements decisions made by others
2.4.1.4.3. journalist in residence
2.4.2. Ferguson empirical based roles
2.4.2.1. problem solver manager
2.4.2.2. journalist technical communicator
2.4.2.3. researcher
2.4.2.4. staff manager
2.4.2.5. good will ambassador
2.4.2.6. meeting organizer
2.4.2.7. personnel industrial relations
2.4.2.8. public community relations
2.4.3. Dozier
2.4.3.1. public relations manager
2.4.3.2. public relations technician
2.4.3.3. media relations specialist
2.4.3.4. communication liason
2.4.4. factor analysis: how many dimensions does it take to describe the various roles that public relations practitioners are sent to take on?
2.4.4.1. proposition 1: variance in practitioner role activities can be parsimoniously accounted for through two basic organizational roles: manager and technicians
2.4.4.1.1. (well, that took a long time and alot of work to figure out, I could have told you that based on my experience)
2.4.4.1.2. (well yes you could have, but you wouldn't have any research base of evidence to support that claim, so my experience and opinions would be as good as yours)
2.4.4.1.3. (ok, so this becomes a valid and reliable finding that can provide a basis for management activity and further research)
2.5. roles, program evaluation and environmental scanning
2.5.1. requirement for increased rigor and social science practice in public relations activity
2.5.1.1. seat of the pants
2.5.1.2. intuition
2.5.1.3. research based recommendations
2.5.1.3.1. driven from outside the profession
2.5.1.4. social science based evaluation
2.5.2. using evaluation research
2.5.2.1. preparation
2.5.2.2. dissemination
2.5.2.3. impact
2.5.3. Dozier
2.5.3.1. scientific impact
2.5.3.2. seat of the pants
2.5.3.3. dissemination
2.5.3.3.1. clip file counting
2.5.4. evaluation is part of the feedback loop in an open systems model
2.5.4.1. inputs as well as outputs
2.5.4.2. changes in the environment that may affect ability of the organization to thrive or survive
2.5.5. for evaluation to work well, there must be quantifiable goals in place
2.5.5.1. knowledge
2.5.5.2. attitudes
2.5.5.3. behavior
2.5.6. proposition 2: practitioners enacting the public relations manager role will engage in both scientific and informal program evaluation and environmental scanning with greater frequency than practitioners not enacting the managers role
2.5.7. proposition 3: enactment of the public relations technician role is not related to frequency of scientific and informal program evaluation and environmental scanning activities
2.5.8. proposition 4: practitioner involvement in management decision making is a separate function of manager role enactment and of the practitioners use of research (scanning and evaluation)
2.6. roles, decision making, and environments
2.6.1. management decision making relates to public relations practice
2.6.1.1. boundary spanning function: creating accurate perceptions both ways
2.6.1.2. management can make better decisions when this function is present
2.6.1.3. pr practitioners help management make decisions that adapt to changes in the environment
2.6.2. participation in decision making grants pr practitioners status and helps resist encroachment of the field by those trained in other disciplines
2.6.2.1. new policies
2.6.2.2. major problems
2.6.2.3. new programs
2.6.2.4. implementations
2.6.2.5. review of results
2.6.3. organizations that practice closed system behaviors are likely to relegate pr people to technician roles
2.6.4. proposition 5: practitioners are more likely to enact the manager role in organizations where the environment is unstable, threatening or both
2.6.5. proposition 6: practitioners are more likely to enact the technician role where the environment is stable and nonthreatening
2.6.6. proposition 7: manager role enactment and research activities are decreased and practitioner involvement in decision making is reduced in organizations where the dominant coalition holds a closed systems ideology
2.7. roles and models of public relations
2.7.1. proposition 8: manager role enactment is more frequent in organizations practicing the two way symmetric and asymmetric models of public relations
2.7.2. proposition 9: manager role enactment is less frequent in organizations practicing the press agentry or public information models of public relations
2.7.3. proposition 10: technician role enactment is more frequent in organizations practicing the press agentry and public information models of public relations
2.7.4. proposition 11: the management role is favored in organizations where the dominant coalition is relatively open to the organization's environment
2.7.5. proposition 12: the technician role is favored in organizations where the dominant coalition is relatively closed to the organization's environment
2.7.6. proposition 13: the management role is favored where the negotiated belief structure of the dominant coalition is contested or dialectical
2.7.7. proposition 14: the technician role is favored where the negotiated belief structure of the dominant coalition is limited or contextual
2.8. roles, practitioner belief systems, and job satisfaction
3. Excellence 17: adaptation to enviornment
4. Excellence 20: Symmetrical systems of communication
5. Excellence 21: corporate culture and public relations
6. Excellence 22: societal culture and public
7. Excellence 18: power in the public relations department
8. Excellence 16: Public relations education and professionalism
8.1. introduction analogy
8.1.1. your doctor
8.1.2. how are doctors trained, accredited
8.1.3. people just hang out a shingle?
8.1.3.1. catch me if you can movie: flying airplanes
8.2. key questions
8.2.1. what is a profession?
8.2.2. who is a professional?
8.2.3. benefits of being identified as a profession?
8.2.4. how do professions relate to org and pr communicators?
8.3. professionalism criteria
8.3.1. Theaker chapter
8.3.2. Grunig and Hunt
8.3.2.1. a set of professional values
8.3.2.1.1. hierarchy
8.3.2.2. membership in strong professional organization that can provide accreditation/legitimacy
8.3.2.2.1. Public Relations Society of America
8.3.2.2.2. International Association of Business Communicators
8.3.2.3. adherance to professional norms
8.3.2.4. an intellectual tradition associated with an established body of knowledge
8.3.2.5. technical skills acquired through long periods of prescribed professional education
8.4. public relations education and professionalism
8.4.1. what kinds of training prepare a person for professional service in the field of public relations?
8.4.2. history of educational standards
8.4.2.1. August 1973 Commission on Public Relations Education: Association of Education in Journalism and Mass Communication
8.4.2.2. Report in 1975: A design for public relations education
8.4.2.2.1. social dimension: "our divided society cries out for communication, conciliation and community"
8.4.2.2.2. vs publicity approach
8.4.2.2.3. vs "retreads" from other fields of communication (like SCA!)
8.4.2.2.4. desire to move beyond technician role to management role
8.4.2.2.5. Coursework areas
8.4.2.2.6. doctoral programs would produce more qualified pr teachers
8.4.2.3. 1982: Graduate education
8.4.2.3.1. formalizing the practice
8.4.2.3.2. formalizing the preparation/education
8.4.2.3.3. practitioners and educators must work together
8.4.2.3.4. coursework areas
8.4.2.3.5. difference between masters and doctoral studies
8.4.2.4. 1983: undergraduate education
8.4.2.4.1. coursework recommended
8.4.2.4.2. keep practice embedded in broader understanding of management and strategic practice, theory and research
8.4.2.5. 1986 task forces
8.4.2.5.1. Task Force on Demonstrating Professionalism
8.4.2.5.2. Body of Knowledge Task Force
8.4.3. Jackson 1988 notes
8.4.3.1. essential function of "building and improving human relationships"
8.4.3.2. an art applied to a science
8.4.3.3. serving the public interest
8.4.4. present low state of public relations
8.4.4.1. continued lack of accreditation requirements for practitioners
8.4.4.2. lack of participation in professional organizations
8.4.4.3. lack of licensure requirement
8.4.4.4. continued diversity of definitions about what public relations is
8.4.4.5. representation of pr as disinformation and deception
8.4.5. PRSA statement 1982
8.4.5.1. management function
8.4.5.1.1. public opinion
8.4.5.1.2. planning
8.4.5.1.3. recruiting and training staff
8.4.5.2. need to delineate how this functions along with other managerial personnel
8.4.5.2.1. is pr the overarching function?
8.4.5.2.2. is every executive doing pr?
8.5. public relations versus publicity
8.5.1. grunig's four models
8.5.1.1. press agentry
8.5.1.2. public information
8.5.1.3. two way asymmetrical
8.5.1.4. two way symmetrical
8.5.1.4.1. public relations efforts which are based on research and that use communication to manage conflict and to improve understanding with strategic publics
8.5.1.4.2. different from marketing, publicity
8.5.1.4.3. seeking win-win solutions between adversarial organizations
9. Excellence 01: Overview
9.1. focus is on people who perform communication duties
9.1.1. note thinking broader than pr or hr or marketing or advertising
9.1.2. excellence in communication management for organizations
9.2. three key questions that need research based answers so that practical decisions can be made about allocating resources
9.2.1. when and why are the efforts of communication practitioners effective?
9.2.2. how do organizations benefit from effective public relations?
9.2.3. why do organizations practice public relations in different ways?
9.3. The IABC Excellence Project
9.3.1. literature review of relevant research from
9.3.1.1. communications
9.3.1.2. public relations
9.3.1.3. management
9.3.1.4. organizational pyschology
9.3.1.5. sociology
9.3.1.6. social psychology
9.3.1.7. cognitive psychology
9.3.1.8. feminist studies
9.3.1.9. political science
9.3.1.10. decision making
9.3.1.11. culture / anthropology
9.3.2. first general theory of public relations
9.3.2.1. to be tested in field research
9.3.2.2. having a theory provides a way to do deductive research, to test hypotheses and refine research based knowledge
9.4. The sections of the book
9.4.1. How does communication affect the achievement of organizational objectives?
9.4.1.1. What makes an organization effective?
9.4.1.2. How must public relations be practiced to contribute the most to organizational effectiveness?
9.4.1.3. How should the communication function be organized for it to contribute the most to organizational effectiveness?
9.4.1.3.1. strategic management of individual communication programs: the program level of analysis
9.4.2. Excellence must also be considered along with effectiveness
9.4.2.1. excellence provides a normative model for comparison
9.4.2.1.1. excellent communication programs are effective
9.4.3. What organizational conditions bring about excellent communication departments?
9.4.4. What is effective communication worth to an organization?
9.4.4.1. remember when this was written: 1992
9.4.4.2. measurement and ROI questions were just beginning to surface
9.4.4.3. measurement is a major focus today for PRSA: "The Business Case" initiative
9.4.4.4. How can the pr practitioner demonstrate to upper management the economic value of pr activity?
9.4.4.5. Barcelona Declaration and ongoing work
9.5. definitions
9.5.1. public relations is the management of communication between an organization and its publics
9.5.1.1. broader than specific techniques or departments
9.5.1.1.1. advertising
9.5.1.1.2. marketing
9.5.1.1.3. organizational communication
9.5.1.1.4. public relations
9.5.1.1.5. integrated marketing communication
9.5.1.2. overall planning, execution and evaluation of an organization's communication with both internal and external publics
9.5.1.2.1. publics are groups that affect the ability of an organization to meet its goals
9.5.1.3. a mediatorial function
9.5.1.3.1. information to publics
9.5.1.3.2. information from publics to management
9.5.1.3.3. communication manager can keep dominant coalition and key decision makers in touch with key environmental information, attitudes, issues...
9.6. The basic theory
9.6.1. Philosophical assumptions about public relations
9.6.1.1. people have different ideas about purpose and effects of public relations
9.6.1.1.1. manipulation
9.6.1.1.2. dissemination of information
9.6.1.1.3. resolution of conflict
9.6.1.1.4. promotion of understanding
9.6.1.2. a key issue
9.6.1.2.1. symmetrical
9.6.1.2.2. assymetrical
9.6.1.3. theories are most associated with a modernist conception of scientific knowledge
9.6.1.3.1. idea is to use methodology to attain value free knowledge, unbiased, true
9.6.1.3.2. versus other kinds of knowledge
9.6.1.3.3. how do we develop these kinds of theories for public relations?
9.6.1.4. scientists think about two levels of theories
9.6.1.4.1. presuppositions
9.6.1.4.2. laws / propositions
9.6.1.5. excellent public relations programs are effective
9.6.1.5.1. they are based on idealist and critical social role presuppositions
9.6.1.5.2. research indicates that symmetrical public relations is more effective than asymmetrical
9.6.1.5.3. this may reflect a more feminine value system, as opposed to a masculine set of values
9.6.1.5.4. excellent public relations embodies a worldview that defines the communication function in organizations as
9.6.2. Organizational effectiveness
9.6.2.1. managed interdependence is what managed communication offers, and this leads to organizational effectiveness
9.6.2.1.1. organizations are effective when they reach their goals
9.6.2.1.2. goals must be appropriate for the environment
9.6.2.1.3. or strategic constituencies will not work with the organization's goals
9.6.2.1.4. no organization attains autonomy
9.6.2.1.5. public relations departments help the organization to manage their interdependence by building stable, open and trusting relationships with strategic constituencies
9.6.3. The management level of public relations
9.6.3.1. to contribute to organizational effectiveness public relations practitioners must be part of the policy and decision making level of the organization
9.6.3.1.1. not just technicians
9.6.3.1.2. advising senior management on the publics, stakeholders, environment...
9.7. The program level: effective planning of communication programs
9.7.1. public relations should be practiced strategically in order to contribute to organizational effectiveness
9.7.1.1. this is a quality of excellent communication management
9.7.1.2. this is a normative theory: it says how things ought to be, rather than just describing and explaining how things are
9.7.1.3. focus is on groups/publics that present the most threat and the most opportunity to the organization
9.7.1.3.1. current approaches to segmenting markets and publics don't fit with my approach
9.7.1.3.2. better to segment on the basis of similar response to an organization's behavior or communication activity
9.7.2. realism with regard to possible outcomes
9.7.2.1. communication programs seldom change behavior in the short term, although they may do so over a longer period
9.7.2.2. Communication programs change behavior in the short term under very specific conditions
9.7.2.2.1. simple behavior
9.7.2.2.2. program aimed at well-segmented public
9.7.2.2.3. supplemented by interpersonal support among members of that public
9.7.2.2.4. executed flawlessly
9.7.2.3. more significant objectives take longer programs to achieve effect
9.8. The departmental level: characteristics of excellent public relations / communication departments
9.8.1. 12 characteristics of excellent organizations
9.8.1.1. empower people by giving them autonomy and allow them to make strategic decisions
9.8.1.1.1. attention to personal growth of employees
9.8.1.1.2. attention to quality of work life
9.8.1.1.3. emphasize
9.8.1.1.4. balance teamwork and individual effort
9.8.1.2. eliminate hierarchical, bureaucratic structures and develop organic structure
9.8.1.2.1. decentralize decision making
9.8.1.2.2. manage without managers as much as possible
9.8.1.2.3. avoid stratification of employees
9.8.1.2.4. integrate the organization by using
9.8.1.3. have an innovative, entrepreneurial spirit, intrapreneurship
9.8.1.4. stay close to strategic constituencies through symmetrical communication
9.8.1.5. have leaders who rely on networking and management by walking around rather than authoritarian systems
9.8.1.5.1. leaders provide a vision and direction
9.8.1.5.2. create order out of chaos
9.8.1.6. have strong, participative cultures
9.8.1.6.1. employees share a sense of mission
9.8.1.6.2. integrated by a strong culture that values
9.8.1.7. practice strategic planning
9.8.1.7.1. identify opportunities
9.8.1.7.2. identify constraints
9.8.1.8. practice social responsibility
9.8.1.9. support for women and minorities
9.8.1.10. quality is a priority
9.8.1.11. effective operational systems
9.8.1.12. exists in a collaborative societal culture: has external environment support
9.8.1.12.1. collaboration
9.8.1.12.2. participation
9.8.1.12.3. trust
9.8.1.12.4. mutual responsibility
9.9. The organizational level: the conditions that make excellence in public relations possible
9.10. The economic level: how public relations contributes to the bottom line
10. Excellence 02: Worldviews and pr theory and practice
10.1. science as a world view
10.1.1. modernism
10.1.1.1. rationality vs superstition, tradition, faith, intuition
10.1.1.2. remove subjectivity from thinking
10.1.1.3. escape prejudice, become objective
10.1.1.4. systematic methods
10.1.1.5. science can create a golden world
10.1.1.6. logical positivism
10.1.1.7. rationalization of organizations
10.1.2. postmodernism
10.1.2.1. rejection of meta-narrative
10.1.2.1.1. science has led us to the brink of destruction
10.1.2.2. fragmentation
10.1.2.3. deconstruction
10.1.2.4. science is a human undertaking
10.1.2.5. humans impose fundamental beliefs about the world on their thinking and observing
10.1.2.6. Gadamer: we are prejudice, consciousness through language
10.1.2.7. Kuhn: Structure of scientific revolutions
10.1.2.8. Kant: noumenal and phenomenological world
10.1.2.8.1. we perceive through faculties, not direct contact with reality
10.1.2.9. Heisenberg principle: observing changes the phenomenon
10.1.3. post-postmodernism
10.1.3.1. recovery of community
10.1.3.2. beyond objectivism and relativism
10.1.3.3. Stanley Fish: interpretive communities
10.1.3.4. Habermas: ideal speech situation
10.1.3.4.1. colonization of the life world
10.1.3.4.2. instrumental rationality
10.1.3.5. MacIntyre: traditions in good order
10.2. Grunig's myths of science
10.2.1. science can be totally objective
10.2.2. science can be kept neutral of values
10.2.3. science can discover "truth"
10.3. public relations is seen through the worldviews of its practitioners and those who have opinions about what pr is and does
10.3.1. most pr practitioners do not have a scientific approach to the field
10.3.2. most people think about pr in non-scientific ways
10.3.3. we need to introduce more careful thought to both groups
10.3.3.1. practitioners
10.3.3.2. observers
10.4. philosophy of science for pr practitioners
10.4.1. think about worldviews as shaping frameworks
10.4.1.1. ways of thinking about what is going on
10.4.1.2. theories: frameworks for describing, explaining, predicting, intervention
10.4.1.3. meta-narratives
10.4.1.4. paradigms
10.4.1.5. framework through which perceptions are screened
10.4.1.5.1. (think about your study of Craig's traditions of communication theory)
10.4.2. organizational theory as a worldview
10.4.2.1. machines
10.4.2.2. organisms
10.4.2.3. brains
10.4.2.4. cultures
10.4.2.5. political systems
10.4.2.6. flux and transformation
10.4.2.7. instruments of domination
10.4.2.8. institutions
10.4.3. evaluating worldviews
10.4.3.1. internal criteria
10.4.3.1.1. coherence
10.4.3.1.2. relevance
10.4.3.1.3. freedom from contradiction
10.4.3.1.4. ability to address recalcitrant issues
10.4.3.2. external criteria
10.4.3.2.1. pragmatism: what are the consequences of holding this worldview?
10.4.3.2.2. ability to solve important problems
10.4.3.2.3. connection to broad historical sweep
10.4.3.3. ethics
10.4.3.3.1. help people find a right relationship to themselves, their neighbor, and the universe
10.4.3.3.2. produce a reunified human culture
10.5. excellent public relations
10.5.1. which worldview generates public relations programs that best resolve conflict in society, resolve national and international issues, make organizations more socially responsible, make organizations more effective?
10.5.2. which worldview provides for public relations that are logical, coherent, unified and orderly, that are effective in solving organizational and human problems, and helps organizations build caring and loving relationships with other individuals and groups?
10.6. Symmetrical vs asymmetrical public relations
10.6.1. department of state model vs department of defense model
10.6.1.1. common pr worldview is asymmetrical
10.6.1.1.1. goal is for our side to win
10.6.1.1.2. metaphors we live by: lakoff and johnson
10.6.1.1.3. research does not support the effectiveness of this approach
10.6.1.1.4. use of communication to manipulate publics for the benefit of organizations
10.6.1.1.5. steers practitioners towards actions that are
10.6.1.1.6. organization knows best and publics benefit from cooperating with it
10.6.1.1.7. public relations is a process that centers on exerting symbolic control over certain aspects of the environment and the evaluative predispositions, attitudes and subsequent behaviors of relevant publics
10.6.1.1.8. seven presuppositions
10.6.1.2. healthy and unhealthy cultures of response to crisis
10.6.1.2.1. unhealthy organizations
10.6.1.2.2. healthy organizations
10.6.1.2.3. dimensions
10.6.2. four models
10.6.2.1. press agentry
10.6.2.1.1. publicity in the media in any way possible
10.6.2.2. public information
10.6.2.2.1. journalists in residence disseminate objective but only favorable information
10.6.2.3. two way asymmetrical
10.6.2.3.1. research is used to develop messages to persuade publics to behave as the organization wants
10.6.2.4. two way symmetrical
10.6.2.4.1. research and dialogue to
10.6.2.4.2. both may change
10.6.2.4.3. one does not need control over the environment in order to survive and live comfortably within it
10.6.2.4.4. mixed motives
10.7. Social role of public relations
10.7.1. public relations has a role in society, not just on behalf of a business or organization
10.7.2. presuppositions
10.7.2.1. pragmatic social role
10.7.2.1.1. bottom line
10.7.2.1.2. what my client wants
10.7.2.1.3. results oriented practice
10.7.2.1.4. marketing objectives
10.7.2.1.5. "don't hobble me with ethical codes"
10.7.2.1.6. (note: pragmatism is not a bad thing, in philosophy it refers to an approach that asks about consequences of beliefs)
10.7.2.2. conservative social role
10.7.2.2.1. maintain and defend the status quo
10.7.2.2.2. defend the privileges of the economically powerful
10.7.2.2.3. overcome threats to the status quo
10.7.2.3. radical social role
10.7.2.3.1. contribute to social change
10.7.2.3.2. provide management with outside perspective
10.7.2.3.3. establish links between groups in society
10.7.2.3.4. contribute to solution of social problems
10.7.2.3.5. knowledge and information provide power and influence
10.7.2.4. idealistic social role
10.7.2.4.1. codes of conduct
10.7.2.4.2. pr serves the public interest
10.7.2.4.3. mutual understandings between publics and organizations
10.7.2.4.4. contributes to informed debate about issues in society
10.7.2.4.5. facilitates a dialogue between organizations and their publics
10.7.2.4.6. peaceful resolution of conflict between groups in society
10.7.2.4.7. pluralist and progressive society
10.7.2.5. neutral social role of pr scholarship
10.7.2.5.1. pr is an object for scientific study
10.7.2.5.2. asks interesting questions about motivation, goals, objectives, activities
10.7.2.5.3. is a descriptive study
10.7.2.6. critical social role
10.7.2.6.1. Marx-ist foundations
10.7.2.6.2. money and power are behind actions
10.7.2.6.3. organizations and society are constructed in a way to preserve the money and power of the ruling elite
10.7.2.6.4. ideological criticism
10.7.2.6.5. political criticism
10.8. technical and managerial presuppositions
10.8.1. public relations is technique, not theory
10.8.2. press agentry
10.8.3. public information
10.8.4. tactics but not strategy
10.9. normative theory of public relations
10.9.1. culture cannot be
10.9.1.1. authoritarian
10.9.1.2. manipulative
10.9.1.3. controlling of others
10.9.1.4. asymmetrical
10.9.2. worldview cannot
10.9.2.1. see pr as asymmetrical
10.9.2.1.1. as neutral or advocacy
10.9.2.1.2. as solely technical
10.9.3. worldview must
10.9.3.1. see pr as symmetrical
10.9.3.2. idealistic
10.9.3.3. managerial
10.9.4. ethics and competing pr worldviews
11. Excellence 03: What is an effective organization?
11.1. does managed communication contribute to an effective organization?
11.1.1. how do communication managers demonstrate the value of their actions to management?
11.2. stage one: organizations are effective when they reach their goals?
11.2.1. closed system perspective
11.2.2. autonomy
11.2.3. internal considerations are responsible for effectiveness
11.3. stage two: organizations are interdependent with other organizations and groups in their environment
11.3.1. open system perspective
11.3.2. public relations as boundary spanning
11.3.2.1. more about effectiveness than efficiency (in this definition)
11.4. organizations struggle to achieve their mission in the face of constraints imposed by outside groups and interests
11.4.1. (assuming internal unity and alignment)
11.4.2. manage the dependencies that create constraints on organizational actions
11.4.3. organizations are in a constant struggle for autonomy, resisting external control
11.4.3.1. but the reality of interdependency continually undermines this goal
11.4.3.2. organizations do not control all of the conditions necessary for the achievement of goals
11.4.3.2.1. stakeholders
11.4.3.2.2. public affairs
11.4.3.3. organizations and leaders cannot create plans as if they were autonomous and in control of all of the conditions
11.4.3.3.1. scarcity of resources
11.4.3.3.2. increasing heterogeneity
11.4.3.3.3. erosion of confidence
11.4.3.3.4. growing movement for corporate accountability, social responsibility, transparency
11.4.3.3.5. stakeholders have more power through activist activities and organizing activities
11.5. Building relationships that manage interdependence is the substance of public relations
11.5.1. good relationships make organizations more effective because they allow more freedom than they would have with bad relationships
11.5.2. by giving up autonomy to build relationships, organizations gain more autonomy than they would have had
11.6. Theories of organizational effectiveness
11.6.1. systems perspective
11.6.1.1. interace between organization and environment
11.6.1.2. sets of inter-relating elements
11.6.1.3. systems, suprasystems, subsystems (nested systems)
11.6.1.3.1. all systems affect all other systems
11.6.1.3.2. actions in one system affect other systems
11.6.1.4. growth, decline, equilibrium
11.6.1.4.1. homeostasis
11.6.1.4.2. interact successfully with environment in a way that promotes stability and growth
11.6.1.5. inputs, throughputs, outputs
11.6.1.5.1. communication is central in how an organization works with inputs and generates outputs
11.6.1.5.2. need to monitor system, choose response wisely
11.6.1.5.3. need to pay attention to quality of communication system
11.6.1.6. structural functionalism
11.6.1.6.1. design based on awareness and response to external environment
11.6.1.6.2. what is the most efficient form of organization?
11.6.1.6.3. functional structures: effective because adapted to external conditions
11.6.1.7. public relations effectiveness is not fully explained by systems theory
11.6.1.7.1. (at least in his view at that time)
11.6.1.7.2. organizational learning approaches fit well with thoughts about helping organizations have an accurate view of their environment in order to adapt for effectiveness
11.6.2. competing values
11.6.2.1. means and ends
11.6.2.2. achievement relative to priorities of innovation versus cost and quality versus quantity
11.6.2.3. factor analytic processes sought to reduce the dimensions in research in this model
11.6.2.4. profits can be made by cutting costs or producing new products
11.6.2.4.1. human resources are trained and act cohesively
11.6.2.4.2. adaptability and readiness lead to growth
11.6.2.4.3. planning and goal setting lead to productivity
11.6.2.4.4. information management and communication leads to internal stability and control
11.6.2.5. public relations fits into this model in terms of training and communication management
11.6.3. strategic constituencies
11.6.3.1. how well are we managing the groups that are most important to our survival and thriving
11.6.3.1.1. particularly those that could become enemies
11.6.3.1.2. those that have the resources we need and are dependent on
11.6.3.1.3. effectiveness is securing these resources
11.6.4. goal attainment
11.6.4.1. reaching our goals
11.6.4.1.1. clear
11.6.4.1.2. time related
11.6.4.1.3. measurable
11.6.4.2. rational systems model
11.6.4.3. organizations exist for a purpose
11.6.4.3.1. but how do those purposes relate to the purposes of other organizations and social actors?
11.6.4.3.2. how might the purposes of senior management be different from other parts of the organization?
11.6.4.4. satisfy the demands of the strategic constituencies in the environment?
11.6.4.4.1. other groups cooperate with resources and support
11.6.4.4.2. increase autonomy by lessening dependencies?
11.6.4.4.3. avoid limiting our purpose to senior management goals
11.6.4.4.4. scan the environment to
11.7. Organizational relationships are central in discussions of effectiveness
11.7.1. formalization
11.7.1.1. do we recognize the relationships and assign people to coordinate this relationship
11.7.2. intensity
11.7.2.1. how much time, money and attention will we give to the relationship
11.7.3. reciprocity
11.7.3.1. reciprocal interactions, mutual attention to interaction
11.7.4. standardization
11.7.4.1. extent to which the interaction becomes fixed
11.7.4.1.1. regular meetings
11.8. diversity and requisite variety
11.8.1. there must be at least as much variety in the organization as exists outside the organization
11.8.1.1. if the organization wants to build effective relationships with the environment
11.9. the economic value of public relations
11.9.1. costs of
11.9.1.1. activism
11.9.1.2. regulation
11.9.1.3. litigation
11.9.1.4. low productivity of employees
11.9.1.5. satisfied customers
11.9.1.6. stockholders