Chapter 6 discusses various methods of research and evaluation of an event or campaign. Johnston & Zawawi provide examples of research methods and highlight the importance of what kind of research to conduct and when to conduct it.
This chapter made a lot of sense to me. I will be voluntarily participating in event research and evaluation of two Newcastle events - Maritime Festival and the Mattara Festival. Research methods include initial face to face contact where we are to request email addresses. At the end of the research process, we are hoping to have collected around 100 email addresses. Email addressees will receive a questionnaire which they can fill out and return via email. This form of research method was deemed to be the most appropriate because it remains anonymous and emails are quite convenient for the majority of people. Another reason the electronic method was selected is because people do not have to carry around a questionnaire with them all day and it does not interrup their day too much by simply asking for their email address, as opposed to completing a whole survey.
Johnston & Zawawi quote Seitel (2001: 106) as saying 'management requires more [such as] facts and statistics from public relations professionals to show that their efforts contribute not only to overall organisational effectiveness but also to the bottom line'. I think this quote is important for a couple of reasons.
Firstly, if you were to run an event or campaign, wouldn't you want to know how effective it was? And not just by asking a few participants on the night/day of their opinion, but thoroughly researching into the strengths and weaknesses of the campaign/event, how it could have been improved, were the facilities adequate etc. From researching these areas, PR practitioners can evaluate their tactics, planning and organisational methods to determine their success or otherwise.
Additionally, I think research is important not only for the current event, but also for future events, and as Seitel mentions, 'the bottom line'. By using various research methods, such as qualitative (interviews, focus groups, communication audits etc) and quantitative (audience analysis, readability studies, response mechanisms etc), PR practitioners can gain a better understanding of areas which perhaps were not as effective in previous campaigns. This understanding might help to re-evaluate tactics for the next campaign, or to implement better strategies and tactics.
Johnston & Zawawi also mention ethical considerations in research (Johnston & Zawawi, 2004, p. 161). Perhaps a bit naive of me, (or maybe i'm too ethical!), but I would never imagine misreporting statistics or research findings to make my event/campaign appear more successful! Maybe one reason research findings have been altered or misreported was because historically those people conducting the research was in fact the PR practitioner, not a trained researcher (Lindenmann, 1990, p. 4).
I think it's important for PR practitioners, and anybody for that matter, to remember that one unsuccessful campaign and poor research results can be a positive. It will help the practitioner understand what areas to improve on. It also makes for a great research tool for future practitioners - they can look back on past events and results and realise things which didn't work and what could work better.
This week's chapter made me think more about PR Theory and Practice by highlighting the importance of research and evaluation. Both are vital tools for practitioners to gain an overall understanding of how effective their campaign was, which also reiterates the importance of tactics, excellent organisational skills, and effective planning methods. Dr Lindenmann conducted research and he found that "three out of every four of the 253 respondents agreed strongly or somewhat that research today is widely accepted by most public relations professionals as a necessary and integral part of the planning, program development and evaluation process. Only 24.1 percent disagreed" (Lindenmann, 1990, p.5). While this research was conducted 17 years ago, it demonstrates that 17 years ago research was considered of high importance in the PR industry - one could only assume research would be considered even more important in the current day.
I think the key points to remember from this week's reading are that there are various methods, qualitative and quantitative, of research and different campaigns require a different method of evaluation. Research and evaluation are not only important tools practitioners need to implement, it must also be remembered they need to be considered from an ethical perspective and research results must be kept accurate and distributed freely and widely (Johnston & Zawawi, 2004, p. 161).
I have posted a comment on http://www.cmns1290erynsullivan.blogspot.com
I have posted a comment on http://taeganreidcmns1290.blogspot.com
References
Johnston, J. & Zawawi, C. (2004) Research & Evaluation, in Public Relations Theory and Practice, 2nd edn, pp. 137-168, Allen&Unwin, Sydney, Australia.
Lindenmann, W. (1990) Research, Evaluation and Measurement: A National Perspective, in Public Relations Review, 16(2), pp. 3-16. Retrieved on 17 September, 2007, from http://www.sciencedirect.com/science/article/B6W5W-4MV8F6X-1/2/0cb16d0aeb13d282358df5d35baa4dc6
Wednesday, September 19, 2007
Sunday, September 16, 2007
Chapter 8 - Tactics
This week's reading made me think more about PR Theory and Practice in that considering which tactic to use dependant upon the campaign.
There are various tactics which can be utilised by a PR practitioner, including celebrity speakers, whether or not to seek sponsorship of an event, photography and advertising - just to name a few.
However it is important to understand that not every tactic will result in successful implementation of a PR campaign. Each campaign is different and requires strategic thinking and planning in order for the chosen tactic to work. For example there would be no point advertising a campaign on radio which conceptualises art and visual stimulation. Such a campaign would obviously benefit more by brochure/poster advertising as well as television advertising.
This all relates back to the point on strategy - PR practitioners need to think strategically about which tactic would best suit their campaign's goals and objectives. This leads to a more professionally organised campaign or event. McLeod & Hawley believe "A person who sees himself as a professional is more apt to act like a professional." (Newland Hill & White, 2000, p. 34). Once again we can see a common thread of the need to be organised, well planned and have clear objectives in place before effecting a successful campaign.
PR practitioners see the use of the web (internet) as an important communication tool. In their study of the world wide web, Newland Hill & White quote White and Raman as saying "the Web is the first controlled public relations mass medium in that content reaches a mass audience, but is not filtered through gatekeepers." Newland Hill & White go on to say that more traditional forms of sending controlled messages were through newsletters and annual reports (Newland Hill & White, 2000, pp.31-51).
The target audience also needs to be considered prior to launching a campaign. There is no point in advertising "Australian Pensioners Insurance" policies at a Big Day Out concert for example. Similarly, there would be no point advertising the Big Day Out at the local nursing home (unless they have lots of young visitors!). If the target audience is not reached by using the correct tactic, it would be reasonable to assume the campaign or event is not likely to be successful.
I think the key points to remember from this weeks reading are to evaluate your campaign/event and strategically consider which tactic best suits the campaign or event. The need to think strategically, be well planned and organised is again reiterated in this week's readings. They are all key issues for PR practitioners if they intend on their campaign or event being a success.
I posted a comment on www.cmns1290erynsullivan.blogspot.com
I posted a comment on www.cmns1290nathanswan.blogspot.com
I posted a comment on www.cmns1290davidelliott.blogspot.com
References
Johnston, J. & Zawawi, C. (2004) Tactics, in Public Relations Theory and Practice, 2nd edn, pp. 197-231, Allen&Unwin, Sydney, Australia.
Newland Hill, L. & White, C. (2000) Public Relations Practitioners' Perception of the World Wide Web as a Communications Tool, Public Relations Review, 26(1), pp. 31-51
White, C. & Raman, N. (1999) The World Wide Web as a Public Relations Medium: The Use of Research, Planning and Evaluation in Web Site Development, Public Relations Review, 25, pp. 405-419
There are various tactics which can be utilised by a PR practitioner, including celebrity speakers, whether or not to seek sponsorship of an event, photography and advertising - just to name a few.
However it is important to understand that not every tactic will result in successful implementation of a PR campaign. Each campaign is different and requires strategic thinking and planning in order for the chosen tactic to work. For example there would be no point advertising a campaign on radio which conceptualises art and visual stimulation. Such a campaign would obviously benefit more by brochure/poster advertising as well as television advertising.
This all relates back to the point on strategy - PR practitioners need to think strategically about which tactic would best suit their campaign's goals and objectives. This leads to a more professionally organised campaign or event. McLeod & Hawley believe "A person who sees himself as a professional is more apt to act like a professional." (Newland Hill & White, 2000, p. 34). Once again we can see a common thread of the need to be organised, well planned and have clear objectives in place before effecting a successful campaign.
PR practitioners see the use of the web (internet) as an important communication tool. In their study of the world wide web, Newland Hill & White quote White and Raman as saying "the Web is the first controlled public relations mass medium in that content reaches a mass audience, but is not filtered through gatekeepers." Newland Hill & White go on to say that more traditional forms of sending controlled messages were through newsletters and annual reports (Newland Hill & White, 2000, pp.31-51).
The target audience also needs to be considered prior to launching a campaign. There is no point in advertising "Australian Pensioners Insurance" policies at a Big Day Out concert for example. Similarly, there would be no point advertising the Big Day Out at the local nursing home (unless they have lots of young visitors!). If the target audience is not reached by using the correct tactic, it would be reasonable to assume the campaign or event is not likely to be successful.
I think the key points to remember from this weeks reading are to evaluate your campaign/event and strategically consider which tactic best suits the campaign or event. The need to think strategically, be well planned and organised is again reiterated in this week's readings. They are all key issues for PR practitioners if they intend on their campaign or event being a success.
I posted a comment on www.cmns1290erynsullivan.blogspot.com
I posted a comment on www.cmns1290nathanswan.blogspot.com
I posted a comment on www.cmns1290davidelliott.blogspot.com
References
Johnston, J. & Zawawi, C. (2004) Tactics, in Public Relations Theory and Practice, 2nd edn, pp. 197-231, Allen&Unwin, Sydney, Australia.
Newland Hill, L. & White, C. (2000) Public Relations Practitioners' Perception of the World Wide Web as a Communications Tool, Public Relations Review, 26(1), pp. 31-51
White, C. & Raman, N. (1999) The World Wide Web as a Public Relations Medium: The Use of Research, Planning and Evaluation in Web Site Development, Public Relations Review, 25, pp. 405-419
Friday, September 14, 2007
Strategy, Planning and Scheduling
This week's reading made me think about PR Theory and Practice and the importance of strategic communication and two-way communication.
In previous blogs, I have mentioned my personal opinion is that a company's success rests on happy and appreciated/appreciative staff.
Johnston & Zawawi's chapter on Strategy, Planning and Scheduling highlights the importance of organisation and communication - a common thread throughout most of the PR literature we have been exposed to this semester. Budget planning, scheduling, using lists to catalogue PR processes, checklists etc, all accentuate the need for PR practitioners to be organised and have a clear vision of aims and objectives.
However one point made in the chapter which I tended to disagree with was that senior public relations practitioners who considered themselves to be technicians or communicators, instead of a management role, were at risk of reducing their effectiveness (Johnston & Zawawi, 2004, p.172).
Why is the role of 'technician' illustrated as such a subordinate to other roles? OK, it's not a management role or a senior problem-solving role, however I do not think that eliminates a technician as being capable of effectiveness with regards to implementing strategic planning.
The technician has the ability to understand junior employees' concerns, ideas on how to improve procedures etc etc, whereas senior management may not be aware of this information and may also not appear approachable by junior staff. By learning and understanding how business works at a technical level, technicians can develop into a strategic and business focused consultant (Dewhurst and Fitzpatrick, 2007, p.16)
Johnston & Zawawi also mention that tactics such as brochures or newsletters should be used for successful strategic implementation. Therefore "planning is an extremely important part of managing strategic public relations." (Johnston et al, 2004, p.171). If we look back to the first chapter of our text book, "What is Public Relations", we can see that preparation of news releases and newsletters are provided by technicians.
So while a technicians role is not directly associated with strategy and decision making, I do not believe a technician should be overlooked for a strategic planning position, even if in a support role. That way, they will have knowledge of not only how the junior employees work but also what is expected from senior management.
For me, this all points back to the importance of two-way communication; not just talking to people, but listening to their ideas/opinions as well.
I think the key points to remember from this week's reading are understanding why strategic planning is so important, along with the necessity for open, two-way communication if the strategic planning is to be successful.
And I believe this all starts with a company's organised internal communication.
I have posted a comment on www.cmns1290michaelavirgara.blogspot.com
References
Dewhurst, S. & Fitzpatrick, L. (2007). Building a learning framework for internal communicators. Strategic Communication Management, 11(2), 16-19. Retrieved September 14, 2007, from ABI/INFORM Global database.
Johnston, J. & Zawawi, C. (2004) Strategy, Planning and Scheduling, in Public Relations Theory and Practice, 2nd edn, pp. 169-196, Allen&Unwin, Sydney, Australia.
Murray, B. (2007). THE PRACTICE OF LEADERSHIP. Strategic Communication Management, 11(5), 3. Retrieved September 14, 2007, from ABI/INFORM Global database.
In previous blogs, I have mentioned my personal opinion is that a company's success rests on happy and appreciated/appreciative staff.
Johnston & Zawawi's chapter on Strategy, Planning and Scheduling highlights the importance of organisation and communication - a common thread throughout most of the PR literature we have been exposed to this semester. Budget planning, scheduling, using lists to catalogue PR processes, checklists etc, all accentuate the need for PR practitioners to be organised and have a clear vision of aims and objectives.
However one point made in the chapter which I tended to disagree with was that senior public relations practitioners who considered themselves to be technicians or communicators, instead of a management role, were at risk of reducing their effectiveness (Johnston & Zawawi, 2004, p.172).
Why is the role of 'technician' illustrated as such a subordinate to other roles? OK, it's not a management role or a senior problem-solving role, however I do not think that eliminates a technician as being capable of effectiveness with regards to implementing strategic planning.
The technician has the ability to understand junior employees' concerns, ideas on how to improve procedures etc etc, whereas senior management may not be aware of this information and may also not appear approachable by junior staff. By learning and understanding how business works at a technical level, technicians can develop into a strategic and business focused consultant (Dewhurst and Fitzpatrick, 2007, p.16)
Johnston & Zawawi also mention that tactics such as brochures or newsletters should be used for successful strategic implementation. Therefore "planning is an extremely important part of managing strategic public relations." (Johnston et al, 2004, p.171). If we look back to the first chapter of our text book, "What is Public Relations", we can see that preparation of news releases and newsletters are provided by technicians.
So while a technicians role is not directly associated with strategy and decision making, I do not believe a technician should be overlooked for a strategic planning position, even if in a support role. That way, they will have knowledge of not only how the junior employees work but also what is expected from senior management.
For me, this all points back to the importance of two-way communication; not just talking to people, but listening to their ideas/opinions as well.
I think the key points to remember from this week's reading are understanding why strategic planning is so important, along with the necessity for open, two-way communication if the strategic planning is to be successful.
And I believe this all starts with a company's organised internal communication.
I have posted a comment on www.cmns1290michaelavirgara.blogspot.com
References
Dewhurst, S. & Fitzpatrick, L. (2007). Building a learning framework for internal communicators. Strategic Communication Management, 11(2), 16-19. Retrieved September 14, 2007, from ABI/INFORM Global database.
Johnston, J. & Zawawi, C. (2004) Strategy, Planning and Scheduling, in Public Relations Theory and Practice, 2nd edn, pp. 169-196, Allen&Unwin, Sydney, Australia.
Murray, B. (2007). THE PRACTICE OF LEADERSHIP. Strategic Communication Management, 11(5), 3. Retrieved September 14, 2007, from ABI/INFORM Global database.
Wednesday, September 5, 2007
Chapter 13 - Sponsorship and Event Management
This chapter of our text discusses specific tactics of sponsorship and events by organisations to achieve their goals.
From the perspective of events and what makes an event successful, again I find the underlying theme to be planning. Whether it be planning staff, planning venues, planning meals, crisis management planning etc etc, I found that organisation and planning were two key elements for an event to run successfully.
Sponsoring an event is a great way for an organisation to promote/market themselves. The examples used in our text of corporate sponsorship include the Ford Australian Open Tennis Tournament, the Hahn Premium Race Week and McDonald's Junior Tennis. However something I have always questioned is exactly how effective is this kind of marketing/sponsorship for the sponsors? Do Ford experience a higher level of sales during the tennis tournament, just because they have signage/media attention while the tournament is being played? Johnston & Zawawi do not provide any statistical proof that sponsoring a high-profile event does in fact "reap the benefits of this positive connection". Similarly, Blue Tongue beer sponsor the Knights - do they sell more beer as a result? Perhaps at a game because that's the only available beer. But I was interested in trying to find figures to support the notion companies reap benefits of linking their name to a high profile event or activity. Is this really the case? As yet, I am still searching for relevant material, however I did find an article from the Journal of Advertising Research written by Bill Harvey called "Measuring the Effects of Sponsorship" (link is attached at the bottom of this blog). I will not detail the whole case study in this blog, I will be here forever! :) While the article didn't really tell me what I was looking for, one table illustrated in Harvey's findings shows that unsponsored brands were in fact more effective than sponsored ones. (This related to "Nutrition Perception").
I will seek to find more evidence to support my own theory!!
Johnston & Zawawi also provide case studies of various events. One event which was studied was the SOCOG sponsor dinner. It was planned as an outdoor event, however Sydney was hit with torrential rain and consequently the function was moved to a nearby unused shed on a Sydney Wharf. This is a great alternative, however I thought Johnston & Zawawi could also have mentioned yet another alternative. What if the shed wasn't available? What if the function was not even close to an indoor facility? Perhaps they could have given a second alternative in this instance.
This week's readings made me think more about PR theory and practice by illustrating the necessity for forward thinking and planning, especially if something unexpected happens at an event, for example rain on an outdoor function!
Sponsorship provides great exposure for organisations, but I just question exactly how much profit/public recall it actually generates.
I think the key point to remember from this week's reading is to be prepared for anything, plan and organise well - including staff, budgets, venues, even press conferences, and be aware of potential "ambush marketers" - those who use your event for their own marketing benefit, without any direct relationship to your event.
I really enjoyed reading this chapter because I event management is the career path I eventually want to wander down!
I have posted a comment on http://www.cmns1290emmamurphy.blogspot.com/
http://www.cmns1290emmamurphy.blogspot.com/
References
Harvey, B. (2001). Measuring the Effects of Sponsorships. Journal of Advertising Research, 41(1), 59-65. Retrieved 6 September 2007, from Expanded Academic. United States:Cambridge University Press.
Johnston, J. & Zawawi, C. (2004). Sponsorship & Event Management, in Public Relations Theory and Practice (2nd ed.), pp. 345-374, Allen&Unwin, Sydney, Australia.
From the perspective of events and what makes an event successful, again I find the underlying theme to be planning. Whether it be planning staff, planning venues, planning meals, crisis management planning etc etc, I found that organisation and planning were two key elements for an event to run successfully.
Sponsoring an event is a great way for an organisation to promote/market themselves. The examples used in our text of corporate sponsorship include the Ford Australian Open Tennis Tournament, the Hahn Premium Race Week and McDonald's Junior Tennis. However something I have always questioned is exactly how effective is this kind of marketing/sponsorship for the sponsors? Do Ford experience a higher level of sales during the tennis tournament, just because they have signage/media attention while the tournament is being played? Johnston & Zawawi do not provide any statistical proof that sponsoring a high-profile event does in fact "reap the benefits of this positive connection". Similarly, Blue Tongue beer sponsor the Knights - do they sell more beer as a result? Perhaps at a game because that's the only available beer. But I was interested in trying to find figures to support the notion companies reap benefits of linking their name to a high profile event or activity. Is this really the case? As yet, I am still searching for relevant material, however I did find an article from the Journal of Advertising Research written by Bill Harvey called "Measuring the Effects of Sponsorship" (link is attached at the bottom of this blog). I will not detail the whole case study in this blog, I will be here forever! :) While the article didn't really tell me what I was looking for, one table illustrated in Harvey's findings shows that unsponsored brands were in fact more effective than sponsored ones. (This related to "Nutrition Perception").
I will seek to find more evidence to support my own theory!!
Johnston & Zawawi also provide case studies of various events. One event which was studied was the SOCOG sponsor dinner. It was planned as an outdoor event, however Sydney was hit with torrential rain and consequently the function was moved to a nearby unused shed on a Sydney Wharf. This is a great alternative, however I thought Johnston & Zawawi could also have mentioned yet another alternative. What if the shed wasn't available? What if the function was not even close to an indoor facility? Perhaps they could have given a second alternative in this instance.
This week's readings made me think more about PR theory and practice by illustrating the necessity for forward thinking and planning, especially if something unexpected happens at an event, for example rain on an outdoor function!
Sponsorship provides great exposure for organisations, but I just question exactly how much profit/public recall it actually generates.
I think the key point to remember from this week's reading is to be prepared for anything, plan and organise well - including staff, budgets, venues, even press conferences, and be aware of potential "ambush marketers" - those who use your event for their own marketing benefit, without any direct relationship to your event.
I really enjoyed reading this chapter because I event management is the career path I eventually want to wander down!
I have posted a comment on http://www.cmns1290emmamurphy.blogspot.com/
http://www.cmns1290emmamurphy.blogspot.com/
References
Harvey, B. (2001). Measuring the Effects of Sponsorships. Journal of Advertising Research, 41(1), 59-65. Retrieved 6 September 2007, from Expanded Academic. United States:Cambridge University Press.
Johnston, J. & Zawawi, C. (2004). Sponsorship & Event Management, in Public Relations Theory and Practice (2nd ed.), pp. 345-374, Allen&Unwin, Sydney, Australia.
Sunday, September 2, 2007
Importance of writing skills
This week's reading made me think more about PR theory and practice in that the article highlighted the importance of high quality writing skills.
This semester, we have already learnt how important press/media releases are when covering an event or story. Therefore it would make sense that in order to provide a journalist with a worthwhile story, the quality of writing needs to meet a high expectation level.
I believe writing can become confusing at times when practitioners are writing for different types of media. For example, Wise mentions writing for the web is a different style of writing to, say, newspaper writing. If you become used to writing in a particular way for a particular form of media, I understand how the transition of writing could be slightly confusing and take a bit of adjustment. However this would also come with experience. Entry-level practitioners not only have to write high quality, accurate material, they are adjusting to whole industry. This, understandably, would take some time. Whereas a practitioner with 10 years experience could make the transition between web writing and newspaper/magazine writing without a problem.
I think the key point to remember from this weeks reading is understanding just how important quality writing skills are. Although technology these days is such that we have spell check and grammar checks available within programs to check for errors, I think students need to be able to write as if those technological advances were not available. As practitioners, we may not always be sitting behind a computer with a little bit of time to type something and have it checked. We may instead be out at a conference and having to take notes/write within a short time frame. I think writing skills are becoming underrated, and like Wise says in his article "And for the vast majority of graduates, the possession of quality writing skills is key to the beginning of their public relations journey" (p. 41).
I have commented on http://www.cmns1290nathanswan.blogspot.com
References
Wise, K., Public Relations Quarterly; Summer 2005; 50, 2; ABI/INFORM Global. pg. 37
This semester, we have already learnt how important press/media releases are when covering an event or story. Therefore it would make sense that in order to provide a journalist with a worthwhile story, the quality of writing needs to meet a high expectation level.
I believe writing can become confusing at times when practitioners are writing for different types of media. For example, Wise mentions writing for the web is a different style of writing to, say, newspaper writing. If you become used to writing in a particular way for a particular form of media, I understand how the transition of writing could be slightly confusing and take a bit of adjustment. However this would also come with experience. Entry-level practitioners not only have to write high quality, accurate material, they are adjusting to whole industry. This, understandably, would take some time. Whereas a practitioner with 10 years experience could make the transition between web writing and newspaper/magazine writing without a problem.
I think the key point to remember from this weeks reading is understanding just how important quality writing skills are. Although technology these days is such that we have spell check and grammar checks available within programs to check for errors, I think students need to be able to write as if those technological advances were not available. As practitioners, we may not always be sitting behind a computer with a little bit of time to type something and have it checked. We may instead be out at a conference and having to take notes/write within a short time frame. I think writing skills are becoming underrated, and like Wise says in his article "And for the vast majority of graduates, the possession of quality writing skills is key to the beginning of their public relations journey" (p. 41).
I have commented on http://www.cmns1290nathanswan.blogspot.com
References
Wise, K., Public Relations Quarterly; Summer 2005; 50, 2; ABI/INFORM Global. pg. 37
To contact....or not?
I can't help but defend PR practitioners against journalists. PR practitioners are labelled as spin doctors time and time again, but after reading this article, is there any wonder?
For example, Sallot and Johnson mention framing theory and the point that if practitioners "effectively frame story for targeted journalists; the closer the correspondence between the practitioner’s subsidy and the journalist’s story expectations, the greater the probability of placement." (p.83). Therefore for a practitioner's story/media release etc to be published, it needs to meet with the journalists expectations. Further on in the article, Sallot and Johnson go on to quote a journalist as saying “To be completely honest, [practitioners] put spin on everything they do" (p. 84). Ironically, I think it is in fact the journalist who manufactures what they call "spin". PR practitioners have to write according to what the journalist wants. If it's not what they want, they won't publish it and it is the practitioner who ultimately suffers. In my opinion, I do not think it's fair to refer to practitioners as "spin" doctors, especially not by journalists.
Another interesting point from the article was the varying opinions about the mode of using media kits. In their chapter on Media Relations, Johnston & Zawawi mention the media kit makes the journalist's job easier. Survey information gathered by Sallot and Johnson indicate media kits are not of high likability of journalists. Specific figures were not produced, just simply that media kits are a mode by which some journalists like, others dislike. Johnston & Zawawi mention one reason for the difference in opinion could be that some media kits contain too much information and the media find this too complicating.
For example, Sallot and Johnson mention framing theory and the point that if practitioners "effectively frame story for targeted journalists; the closer the correspondence between the practitioner’s subsidy and the journalist’s story expectations, the greater the probability of placement." (p.83). Therefore for a practitioner's story/media release etc to be published, it needs to meet with the journalists expectations. Further on in the article, Sallot and Johnson go on to quote a journalist as saying “To be completely honest, [practitioners] put spin on everything they do" (p. 84). Ironically, I think it is in fact the journalist who manufactures what they call "spin". PR practitioners have to write according to what the journalist wants. If it's not what they want, they won't publish it and it is the practitioner who ultimately suffers. In my opinion, I do not think it's fair to refer to practitioners as "spin" doctors, especially not by journalists.
Another interesting point from the article was the varying opinions about the mode of using media kits. In their chapter on Media Relations, Johnston & Zawawi mention the media kit makes the journalist's job easier. Survey information gathered by Sallot and Johnson indicate media kits are not of high likability of journalists. Specific figures were not produced, just simply that media kits are a mode by which some journalists like, others dislike. Johnston & Zawawi mention one reason for the difference in opinion could be that some media kits contain too much information and the media find this too complicating.
This week's reading made me think more about PR theory and practice in that PR practitioners and journalists need to build a rapport for effective media coverage. Practitioners need to understand the wants and expectations of journalists, but journalists should realise the content of stories produced by the practitioners are ultimately framed to suit the journalists.
I think the key points to remember from the reading are how important the industries of journalism/media and PR are to each other for optimum results. As Johnston & Zawawi state, "despite an often uneasy alliance between the media and the public relations profession, there is a growing interdependence in the two industries." If there is a mutual understanding and respect between both parties, it will prove beneficial to both the practitioner and the journalist/other forms of media.
I have commented on http://www.cmns1290nathanswan.blogspot.com/
References
Johnson, J. & Zawawi, C. (2004). Media Relations. In Public Relations Theory and Practice, 2nd edn, pp. 272-279, Allen & Unwin, Sydney, Australia.
Sallot, M. & Johnson, A. (2006). To contact... or not?: Investigating journalists' assessments of public relations subsidies and contact preferences. Public Relations Review. 32(1) 83-86
Friday, August 24, 2007
Chapter 10 - Media Relations
When reading the chapter on Media Relations, it is easy to identify a parallel between Public Relations and Journalism. The chapter looks at “What makes news” and lists the eight news values, which I learnt by studying journalism. There is also a flowchart type of diagram explaining the “Newsroom hierarchy” – again, and this is only my opinion, but I couldn’t help but think of journalism. At times I was wondering if I was actually reading a journalism text!
I feel this chapter highlights the importance of organisation and planning between PR practitioners and the media. PR practitioners need to be organised and know which media tool to use for a specific situation, they need to be aware of the audience they are targeting and they also need to adhere to tight deadlines. Different media forms have different requirements, for example “most evening news services have their news line-ups in place by 5.00 p.m” (Johnston & Zawawi 2004, p. 265). However news stories for radio can be sent through within 10 minutes of a deadline. Because different media forms have different and varying deadlines and styles, PR practitioners need to “become familiar with all styles and deadlines and work well within them” (Johnston & Zawawi, 2004, p. 265)
Additionally, this week’s reading made me think more about PR theory and practice in respect of the relationship between PR practitioners and journalists/media in general. Personally, I believe it to be important to make friends with the journalists and other media representatives! They are the ones who decide what will/will not get a run. As discussed in chapter 8 on the topic of tactics, “the media can provide an ideal and cost-effective vehicle to rapidly reach a mass audience” (Johnston & Zawawi 2004, p. 203). However, as mentioned above, careful planning and organisation is required because if the message the PR practitioner is trying send out is deemed to be of minimal interest the media will not publicise it, and the reputation of the practitioner might be questioned (Johnston & Zawawi, 2004).
I think the key points to remember from this week’s reading are to be aware of the message you want to send, who you want to send the message to and which form of media is the most appropriate and effective way of transmitting the message. This just reiterates the need for PR practitioners to be organised, well planned, and to also be able to think strategically.
I have posted a comment on http://www.cmns1290erynsullivan.blogspot.com/
References
Johnston, J. & Zawawi, C. (2004) Media Relations, in Public Relations Theory and Practice, 2nd edn, pp. 259-286, Allen&Unwin, Sydney, Australia.
I feel this chapter highlights the importance of organisation and planning between PR practitioners and the media. PR practitioners need to be organised and know which media tool to use for a specific situation, they need to be aware of the audience they are targeting and they also need to adhere to tight deadlines. Different media forms have different requirements, for example “most evening news services have their news line-ups in place by 5.00 p.m” (Johnston & Zawawi 2004, p. 265). However news stories for radio can be sent through within 10 minutes of a deadline. Because different media forms have different and varying deadlines and styles, PR practitioners need to “become familiar with all styles and deadlines and work well within them” (Johnston & Zawawi, 2004, p. 265)
Additionally, this week’s reading made me think more about PR theory and practice in respect of the relationship between PR practitioners and journalists/media in general. Personally, I believe it to be important to make friends with the journalists and other media representatives! They are the ones who decide what will/will not get a run. As discussed in chapter 8 on the topic of tactics, “the media can provide an ideal and cost-effective vehicle to rapidly reach a mass audience” (Johnston & Zawawi 2004, p. 203). However, as mentioned above, careful planning and organisation is required because if the message the PR practitioner is trying send out is deemed to be of minimal interest the media will not publicise it, and the reputation of the practitioner might be questioned (Johnston & Zawawi, 2004).
I think the key points to remember from this week’s reading are to be aware of the message you want to send, who you want to send the message to and which form of media is the most appropriate and effective way of transmitting the message. This just reiterates the need for PR practitioners to be organised, well planned, and to also be able to think strategically.
I have posted a comment on http://www.cmns1290erynsullivan.blogspot.com/
References
Johnston, J. & Zawawi, C. (2004) Media Relations, in Public Relations Theory and Practice, 2nd edn, pp. 259-286, Allen&Unwin, Sydney, Australia.
Friday, August 17, 2007
Chapter 5 - Ethical Practice
This week's readings made me think more about public relations by realising how broad a topic ethics really is. I don't think it is an area which can necessarily be divided into "right and wrong". I think Johnston and Zawawi balance out both perspectives in this week's readings.
On page 107, Johnston & Zawawi mention decisions which might lead to the loss of business or earnings, need to be made by the CEO. But wouldn't it be fair to say that any ethical dilemma could be potentially damaging to a business or cause a loss of earnings? If this is the case, would it be fair to say then that any decision surrounding ethical practice of a business should rest with the CEO? The example Johnston & Zawawi use in the "Potter Box" opposes this. They believe, using the "Potter Box" that the consultant should talk the media about confidential information she received, from a friend, about a competitor's alleged underhand tactics to win a contract. Using the "Potter Box" it was decided she should go to the media with the information. But do you think it should be discussed internally, with the CEO and other managers, before going public?
In the book "Ethics in Public Relations", author Patricia Parsons notes the history of Public Relations, although not peppered with in-your-face-lies, could have a case of half-truths. But why should this be strictly applied to Public Relations? For example, when people apply for a job - how often is their resume/CV exaggerated to make them more appealing or more qualified than they actually are? When property developers lodge applications to Council, they would twist regulations and terminology so their application can be approved. So why then is it the Public Relations Industry that is seen to be, in some form, "unethical"? As Parsons says, is Public Relations ethics an oxymoron?
In light of the above, I think the key points to remember from this week's readings are that, in my opinion, there is never a 'right or wrong'. I think there may be a more reasonable approach to an ethical dilemma, however I do not think that means there is a right or wrong answer. In the case of ethics, I believe someone will always 'miss-out' on the solution they wanted.
Something else I learnt from this week's reading is that PR is an extremely broad term, something I am learning more and more each week. "Spinning" the truth can't just be applied to "PR", I believe it can be applied to nearly every profession, even down to writing your own resume. So as a PR practitioner, I think we are unfairly targeted as "spin doctors".
(I have commented on www.cmns1290lauriealexander.blogspot.com for the topics of Ethics and the Legal Environment)
Reference
Johnston, J. & Zawawi, C. (2004), Public Relations Theory and Practice, Sydney: Allen & Unwin
Parsons, P. Ethics in Public Relations (2004), Ethics in Public Relations, United Kingdom: Kogan-Page.
On page 107, Johnston & Zawawi mention decisions which might lead to the loss of business or earnings, need to be made by the CEO. But wouldn't it be fair to say that any ethical dilemma could be potentially damaging to a business or cause a loss of earnings? If this is the case, would it be fair to say then that any decision surrounding ethical practice of a business should rest with the CEO? The example Johnston & Zawawi use in the "Potter Box" opposes this. They believe, using the "Potter Box" that the consultant should talk the media about confidential information she received, from a friend, about a competitor's alleged underhand tactics to win a contract. Using the "Potter Box" it was decided she should go to the media with the information. But do you think it should be discussed internally, with the CEO and other managers, before going public?
In the book "Ethics in Public Relations", author Patricia Parsons notes the history of Public Relations, although not peppered with in-your-face-lies, could have a case of half-truths. But why should this be strictly applied to Public Relations? For example, when people apply for a job - how often is their resume/CV exaggerated to make them more appealing or more qualified than they actually are? When property developers lodge applications to Council, they would twist regulations and terminology so their application can be approved. So why then is it the Public Relations Industry that is seen to be, in some form, "unethical"? As Parsons says, is Public Relations ethics an oxymoron?
In light of the above, I think the key points to remember from this week's readings are that, in my opinion, there is never a 'right or wrong'. I think there may be a more reasonable approach to an ethical dilemma, however I do not think that means there is a right or wrong answer. In the case of ethics, I believe someone will always 'miss-out' on the solution they wanted.
Something else I learnt from this week's reading is that PR is an extremely broad term, something I am learning more and more each week. "Spinning" the truth can't just be applied to "PR", I believe it can be applied to nearly every profession, even down to writing your own resume. So as a PR practitioner, I think we are unfairly targeted as "spin doctors".
(I have commented on www.cmns1290lauriealexander.blogspot.com for the topics of Ethics and the Legal Environment)
Reference
Johnston, J. & Zawawi, C. (2004), Public Relations Theory and Practice, Sydney: Allen & Unwin
Parsons, P. Ethics in Public Relations (2004), Ethics in Public Relations, United Kingdom: Kogan-Page.
Friday, August 10, 2007
Tymson & Lazar reading, and Chapter 7 on Strategic Planning
This week's readings made me think more about how important research, planning and organisation are within the PR industry.
"It must be said that it is dangerous to move into a program without first establishing current opinions" (Tymson & Lazar, p.82) This quote relates to research about audience opinion, but the underlying concept I found is that of research, planning and organisation. To run a successful campaign/activity/event, PR practitioners need to do their home by researching what the audience want, and what would be most effective for that given audience. This research can also be conducted within an organisation, not just the wider community.
Johnston & Zawawi (2006) discuss organisation strategy and the importance of PR practitioners to think and practice strategically. Johnston & Zawawi's simple definition of strategy is "a series of planned activities design and integrated to achieve a stated organisational goal" (Johnston & Zawawi, 2006). This quote demonstrates not only how important it is that organisations have a mission/vision statement, but that they also implement strategies in order to achieve the goal of the statement.
Five main characteristics of Grunig's study are included in Johnston & Zawawi's chapter. I found it interesting that three out of the five characteristics included management or managers. It is my opinion that managers are crucial in effecting organisation goals/strategies.
If there is constant communication, not only between management themselves, but also between management and staff, the organisation will prove successful. As Tymson and Lazar comment "management needs to be able to communicate effectively with all its stakeholders." (Tymson et al, p.76). This type of communication would no doubt conceptualise Grunig and Hunt's two-way communication model, and emphasises why this form of communication is so important.
Research is another aspect of successful strategic planning within PR. Tymson and Lazar mention various techniques, one being the postal technique. I agree with Tymson and Lazar that this technique could bear the most problems. In my opinion, some people are included to simply discard mail which they feel is "junk" and irrelevant to them. Tymson and Lazar suggest asking for the respondent's name and title would assist in identifying the respondent but how would we know if the identity is a hoax, someone supplying another persons details instead of their own.
I think the key point to remember from this weeks readings is just how important research, planning and organisation are for PR practitioners.
(I have posted comments on:
http://www.cmns1290davidelliott.blogspot.com/,
http://www.cmns1290laurie alexander.blogspot.com and http:www.cmns1290brookejohnson.blogspot.com)
References
"It must be said that it is dangerous to move into a program without first establishing current opinions" (Tymson & Lazar, p.82) This quote relates to research about audience opinion, but the underlying concept I found is that of research, planning and organisation. To run a successful campaign/activity/event, PR practitioners need to do their home by researching what the audience want, and what would be most effective for that given audience. This research can also be conducted within an organisation, not just the wider community.
Johnston & Zawawi (2006) discuss organisation strategy and the importance of PR practitioners to think and practice strategically. Johnston & Zawawi's simple definition of strategy is "a series of planned activities design and integrated to achieve a stated organisational goal" (Johnston & Zawawi, 2006). This quote demonstrates not only how important it is that organisations have a mission/vision statement, but that they also implement strategies in order to achieve the goal of the statement.
Five main characteristics of Grunig's study are included in Johnston & Zawawi's chapter. I found it interesting that three out of the five characteristics included management or managers. It is my opinion that managers are crucial in effecting organisation goals/strategies.
If there is constant communication, not only between management themselves, but also between management and staff, the organisation will prove successful. As Tymson and Lazar comment "management needs to be able to communicate effectively with all its stakeholders." (Tymson et al, p.76). This type of communication would no doubt conceptualise Grunig and Hunt's two-way communication model, and emphasises why this form of communication is so important.
Research is another aspect of successful strategic planning within PR. Tymson and Lazar mention various techniques, one being the postal technique. I agree with Tymson and Lazar that this technique could bear the most problems. In my opinion, some people are included to simply discard mail which they feel is "junk" and irrelevant to them. Tymson and Lazar suggest asking for the respondent's name and title would assist in identifying the respondent but how would we know if the identity is a hoax, someone supplying another persons details instead of their own.
I think the key point to remember from this weeks readings is just how important research, planning and organisation are for PR practitioners.
(I have posted comments on:
http://www.cmns1290davidelliott.blogspot.com/,
http://www.cmns1290laurie alexander.blogspot.com and http:www.cmns1290brookejohnson.blogspot.com)
References
Johnston, J. & Zawawi, C. (2006) Public Relations Theory and Practice, 2nd edn, Allen&Unwin, Sydney, pp. 287-297.
Tymson & Lazar, (2006) 'A Typical Public Relations Program' in "The new Australian and New Zealand public relations manual, 5th edn.
Thursday, August 2, 2007
Week 4 - Internal Communication
This week's readings made me think more about PR Practice/Theory from the perspective of an employee, and having worked in the 'real world' full time for over nine years, effective internal communication is an area I completely understand.
I am a firm believer of the theory that "it is in a company's interests to keep its staff happy, loyal and safe" (Johnston & Zawawi, 2004:292). If staff are happy, the result is higher productivity, profitability and ultimately a successful business. Marketing and communications assistant, Melissa Sawyer, explains in the 'Public Relations Career FAQs' that she works in a fantastic working environment and "it is also important to me that I work for an organisation that i'm truly passionate about" (James, 2006:43).
I feel Grunig and Hunt's two-way symmetrical model is the key to successful internal communications, where employees' opinions are valued and that management keep staff informed of what is happening within the company. In fact, Johnston and Zawawi mention Grunig and Hunt's Excellence study "supports the idea that companies who engage with their activist publics practise excellent public relations" (2006:289).
These points are also highlighted in the 'Public Relations Career FAQs' book. Reading the profiles of current PR practitioners, I noted some of those questioned on what they liked best about their job/describe their working environment, said it was the people they work with and the management they work for.
It did make me think however, that perhaps there is potential for some staff to become too relaxed and perhaps take advantage of a generous boss who allows staff to take time off for appointments etc. Of course I can't prove this, it is just something I thought about when reading the texts.
Nonetheless, without happy, dedicated and productive staff the success and profitability of a company are seriously jeopardised.
I think the key point to remember from this weeks reading is that "an organization's most important audience is, has been and always will be its employees" (Rayburn, J. 2007:21).
References:
James, M. (2006) Public Relations Career FAQs, Career FAQs, Sydney.
Johnston, J. & Zawawi, C. (2006) Public Relations Theory and Practice, 2nd edn, Allen&Unwin, Sydney, pp. 287-297.
Rayburn, J. (2007) 'A matter of trust (and more)', in 'Public Relations Tactics' Journal of Public Relations, vol. 14, no. 3, p. 21.
I have posted a comment on http://www.cmns1290alexandranorman.blogspot.com and http://www.cmns129laurettaparker.blogspot.com
I am a firm believer of the theory that "it is in a company's interests to keep its staff happy, loyal and safe" (Johnston & Zawawi, 2004:292). If staff are happy, the result is higher productivity, profitability and ultimately a successful business. Marketing and communications assistant, Melissa Sawyer, explains in the 'Public Relations Career FAQs' that she works in a fantastic working environment and "it is also important to me that I work for an organisation that i'm truly passionate about" (James, 2006:43).
I feel Grunig and Hunt's two-way symmetrical model is the key to successful internal communications, where employees' opinions are valued and that management keep staff informed of what is happening within the company. In fact, Johnston and Zawawi mention Grunig and Hunt's Excellence study "supports the idea that companies who engage with their activist publics practise excellent public relations" (2006:289).
These points are also highlighted in the 'Public Relations Career FAQs' book. Reading the profiles of current PR practitioners, I noted some of those questioned on what they liked best about their job/describe their working environment, said it was the people they work with and the management they work for.
It did make me think however, that perhaps there is potential for some staff to become too relaxed and perhaps take advantage of a generous boss who allows staff to take time off for appointments etc. Of course I can't prove this, it is just something I thought about when reading the texts.
Nonetheless, without happy, dedicated and productive staff the success and profitability of a company are seriously jeopardised.
I think the key point to remember from this weeks reading is that "an organization's most important audience is, has been and always will be its employees" (Rayburn, J. 2007:21).
References:
James, M. (2006) Public Relations Career FAQs, Career FAQs, Sydney.
Johnston, J. & Zawawi, C. (2006) Public Relations Theory and Practice, 2nd edn, Allen&Unwin, Sydney, pp. 287-297.
Rayburn, J. (2007) 'A matter of trust (and more)', in 'Public Relations Tactics' Journal of Public Relations, vol. 14, no. 3, p. 21.
I have posted a comment on http://www.cmns1290alexandranorman.blogspot.com and http://www.cmns129laurettaparker.blogspot.com
Wednesday, August 1, 2007
Chapter 4 - The Legal Environment
Wow, what a chapter!
The reading made me think more about PR theory/practice in that the legal environment is so harsh and complex. Just when I understood one area of law, for example defamation, I would read on to find another area which could protect someone from liability of defamation.
My overall understanding of defamation after reading this chapter was it "aims to protect a person's reputation" (Johnston & Zawawi, 2004:79). I completely agree with this point of view. I would not want a third person reading/seeing a publication of me in compromising or untrue circumstances.
However, I would argue that we as a society have the right to be made aware of some reputations. Maybe I could open a discussion about this scenario, which has been caused some media stir over the years: Would you want information published in your local newspaper/on your local TV station about a criminal who is released from jail and who will be residing in your area? Do you think it's right the community should not know about their reputation? I am not saying I agree/disagree, because everyone is entitled to a second chance, I was just using that as an example and would be interested in your opinion.
Another interesting point made in the reading was "in deciding whether a publication is defamatory, the publisher's intention is irrelevant" (Johnston & Zawawi, 2004:79). In my own opinion, given my knowledge of law is minimal, I do think this is a little unfair. For this reason I felt a little sorry for Slater and Gordon solicitors being fined for their promotional material which was found to defame two prominent surgeons (Johnston & Zawawi). The publisher's in this instance had digitally changed images to prevent the identities of the surgeons being known, therefore indicating their intention was not to defame, however Slater and Gordon still lost the defamation case.
I think the key points to remember from this week's reading is the legal environment is a very complex area. It demonstrates why PR Practitioners should familiarise themselves with certain aspects of media law before undertaking any kind of PR campaign.
This week I commented on http://www.cmns1290lauriealexander.blogspot.com
References
Johnston, J. & Zawawi, C. (2006) Public Relations Theory and Practice, Allen&Unwin, Sydney.
The reading made me think more about PR theory/practice in that the legal environment is so harsh and complex. Just when I understood one area of law, for example defamation, I would read on to find another area which could protect someone from liability of defamation.
My overall understanding of defamation after reading this chapter was it "aims to protect a person's reputation" (Johnston & Zawawi, 2004:79). I completely agree with this point of view. I would not want a third person reading/seeing a publication of me in compromising or untrue circumstances.
However, I would argue that we as a society have the right to be made aware of some reputations. Maybe I could open a discussion about this scenario, which has been caused some media stir over the years: Would you want information published in your local newspaper/on your local TV station about a criminal who is released from jail and who will be residing in your area? Do you think it's right the community should not know about their reputation? I am not saying I agree/disagree, because everyone is entitled to a second chance, I was just using that as an example and would be interested in your opinion.
Another interesting point made in the reading was "in deciding whether a publication is defamatory, the publisher's intention is irrelevant" (Johnston & Zawawi, 2004:79). In my own opinion, given my knowledge of law is minimal, I do think this is a little unfair. For this reason I felt a little sorry for Slater and Gordon solicitors being fined for their promotional material which was found to defame two prominent surgeons (Johnston & Zawawi). The publisher's in this instance had digitally changed images to prevent the identities of the surgeons being known, therefore indicating their intention was not to defame, however Slater and Gordon still lost the defamation case.
I think the key points to remember from this week's reading is the legal environment is a very complex area. It demonstrates why PR Practitioners should familiarise themselves with certain aspects of media law before undertaking any kind of PR campaign.
This week I commented on http://www.cmns1290lauriealexander.blogspot.com
References
Johnston, J. & Zawawi, C. (2006) Public Relations Theory and Practice, Allen&Unwin, Sydney.
Friday, July 27, 2007
Week 3 - Gower Reading
The reading made me think more about PR theory/practice from the perspective of the public and the theory of two-way symmetry.
Two-way symmetry suggests the public benefit 'as much as the program's sponsors or originators' (Johnston and Zawawi, 2004:55). Without the public, public relations would not exist. In my opinion, the public are the most important part of public relations. Gower further supports this by saying 'without a notion of something being "public", there is no need for public relations" (Gower, 2006:183).
However I do not necessarily think two-way symmetry, or the "excellence" model, works for all publics. Cultural differences means the practice of public relations would differ between countries. The public relations practice in one country could differ greatly from that practiced in another. So while Gower identifies the two-way symmetry as being a dominant channel of communication, due to the diversity and cultural differences of countries, I think the most effective form of communication is whatever works best for that particular public.
In their study of Diversity Issues and Public Relations in the Journal of Public Relations Research (2000), Hon and Brunner use a quote by Dozier, Grunig and Grunig which argues "when the culture of an organisation provides support for gender and cultural diversity, public relations is likely to be more effective" (cited in Hon and Brunner, 2000:313).
So I think the key points to remember from Gower's reading is that PR needs to be practiced by communicating effectively, using the most appropriate 'model', with both the public as well as the organisation, taking into consideration diversity, gender and culture of the given public.
References:
Gower, K. (2006) 'Public Relations Research at the Crossroads', Journal of Public Relations Research, vol. 18, no. 2, p.183.
Hon, L.C. & Brunner, B. (2000) 'Diversity Issues and Public Relations' Journal of Public Relations Research, vol. 12, no. 4, p. 313.
Johnston, J. & Zawawi, C. (2006) Public Relations Theory and Practice, Allen&Unwin, Sydney.
Two-way symmetry suggests the public benefit 'as much as the program's sponsors or originators' (Johnston and Zawawi, 2004:55). Without the public, public relations would not exist. In my opinion, the public are the most important part of public relations. Gower further supports this by saying 'without a notion of something being "public", there is no need for public relations" (Gower, 2006:183).
However I do not necessarily think two-way symmetry, or the "excellence" model, works for all publics. Cultural differences means the practice of public relations would differ between countries. The public relations practice in one country could differ greatly from that practiced in another. So while Gower identifies the two-way symmetry as being a dominant channel of communication, due to the diversity and cultural differences of countries, I think the most effective form of communication is whatever works best for that particular public.
In their study of Diversity Issues and Public Relations in the Journal of Public Relations Research (2000), Hon and Brunner use a quote by Dozier, Grunig and Grunig which argues "when the culture of an organisation provides support for gender and cultural diversity, public relations is likely to be more effective" (cited in Hon and Brunner, 2000:313).
So I think the key points to remember from Gower's reading is that PR needs to be practiced by communicating effectively, using the most appropriate 'model', with both the public as well as the organisation, taking into consideration diversity, gender and culture of the given public.
References:
Gower, K. (2006) 'Public Relations Research at the Crossroads', Journal of Public Relations Research, vol. 18, no. 2, p.183.
Hon, L.C. & Brunner, B. (2000) 'Diversity Issues and Public Relations' Journal of Public Relations Research, vol. 12, no. 4, p. 313.
Johnston, J. & Zawawi, C. (2006) Public Relations Theory and Practice, Allen&Unwin, Sydney.
Thursday, July 26, 2007
Chapter 3 - Perspectives
The reading made me think more about PR theory/practice in that news stories can be, to some extent, scripted (Agenda Setting) and also how audiences can in fact model their behaviour based on how others act (Social Learning Theory).
Both of these points are very much evident in today's society. Social Learning Theory suggests people will compare themselves to people and images they perceive to represent realistic goals (Botta, 1999). This comparison might be a positive and provide individuals with a goal to reach. It can also have a negative effect on an individuals self perception.
Research has shown adolescent girls/women to compare themselves to media images of thin models and actresses, which has led to eating disorders. 'Media variables accounted for 16% of the variance for bulimic behaviors' (Botta,1999:22).
I think it is important for PR practitioners to consider just how influential their messages can be to a particular audience.
After thinking about Agenda Setting and Social Learning Theory, I came to realise they could bear some similarity. For example, agenda setting suggests the 'news media do not tell you what to think, they strongly influence what you think about' (Johnston and Zawawi, 2004). Therefore, if the media publish images of famous, thin models/actresses on the front covers of magazines, they could in fact be influencing how audiences perceive themselves. Audiences might then compare themselves to the models and think they need to be thin to be happy/successful.
I think the key points to remember from this week's reading were how influential PR practitioners can be, and also that there are many different perspectives a certain message can be communicated to publics.
(I have posted a comments on
http://cmns1290nicolemagriplis.blogspot.com/ and http://cmns1290alexandranorman.blogspot.com
Both are well worth reading!)
Both of these points are very much evident in today's society. Social Learning Theory suggests people will compare themselves to people and images they perceive to represent realistic goals (Botta, 1999). This comparison might be a positive and provide individuals with a goal to reach. It can also have a negative effect on an individuals self perception.
Research has shown adolescent girls/women to compare themselves to media images of thin models and actresses, which has led to eating disorders. 'Media variables accounted for 16% of the variance for bulimic behaviors' (Botta,1999:22).
I think it is important for PR practitioners to consider just how influential their messages can be to a particular audience.
After thinking about Agenda Setting and Social Learning Theory, I came to realise they could bear some similarity. For example, agenda setting suggests the 'news media do not tell you what to think, they strongly influence what you think about' (Johnston and Zawawi, 2004). Therefore, if the media publish images of famous, thin models/actresses on the front covers of magazines, they could in fact be influencing how audiences perceive themselves. Audiences might then compare themselves to the models and think they need to be thin to be happy/successful.
I think the key points to remember from this week's reading were how influential PR practitioners can be, and also that there are many different perspectives a certain message can be communicated to publics.
(I have posted a comments on
http://cmns1290nicolemagriplis.blogspot.com/ and http://cmns1290alexandranorman.blogspot.com
Both are well worth reading!)
Chapter 2 - PR History
In regards to PR History, the reading made me think more about PR theory/practice in that despite PR being practiced since the inception of newspapers, it took so long for PR to appear as a listing in the phone book. The reading also made me aware that in the 1950s, 'most of the people calling themselves public relations practitioners were ex-journalists' (Johnston and Zawawi, 2004:32).
More interestingly, I learnt that it wasn't until 1935 women became an important part of news audiences. As such, it was suggested to 'always have one woman's story at the top of all main news pages of your paper' (Moseley 1935:304). Despite a comprehensive history provided in the chapter, I have chosen to focus on this point for two reasons.
Firstly, is it not reasonable to question why it took so long for female audiences to be recognised as being 'important'? Using the chronology provided on page 39, there appears to be a 65 year gap between when the development of objectivity within newspapers and the importance of women as a news audience (Johnston and Zawawi, 2004).
Secondly, and what I came to think about most after this reading, is that since the 1930s and 1940s magazine articles on beauty, body image and fashion have maintained their prominence in the media, especially in magazines. This is not only apparent in women's magazines, but women are now used to sell men's magazines - eg. FHM, Inside Sport and a range of car magazines.
I just thought it was interesting to draw similarities between what was being published in the 1930s to women's articles published today.
Therefore, I think the key points to remember from this week's reading are that the practice of PR has been around for sometime, and despite changes in society and media over the past century, much of the PR principles practiced today remain the same (Johnston and Zawawi, 2004).
I have posted a comment on http://www.cmns1290michaelavirgara.blogspot.com
References:
Johnston, J. & Zawawi, C. (2004) Public Relations Theory and Practice, Allen&Unwin, Sydney.
Moseley, S.A. (1935) The Truth About a Journalist, Routledge, London.
More interestingly, I learnt that it wasn't until 1935 women became an important part of news audiences. As such, it was suggested to 'always have one woman's story at the top of all main news pages of your paper' (Moseley 1935:304). Despite a comprehensive history provided in the chapter, I have chosen to focus on this point for two reasons.
Firstly, is it not reasonable to question why it took so long for female audiences to be recognised as being 'important'? Using the chronology provided on page 39, there appears to be a 65 year gap between when the development of objectivity within newspapers and the importance of women as a news audience (Johnston and Zawawi, 2004).
Secondly, and what I came to think about most after this reading, is that since the 1930s and 1940s magazine articles on beauty, body image and fashion have maintained their prominence in the media, especially in magazines. This is not only apparent in women's magazines, but women are now used to sell men's magazines - eg. FHM, Inside Sport and a range of car magazines.
I just thought it was interesting to draw similarities between what was being published in the 1930s to women's articles published today.
Therefore, I think the key points to remember from this week's reading are that the practice of PR has been around for sometime, and despite changes in society and media over the past century, much of the PR principles practiced today remain the same (Johnston and Zawawi, 2004).
I have posted a comment on http://www.cmns1290michaelavirgara.blogspot.com
References:
Johnston, J. & Zawawi, C. (2004) Public Relations Theory and Practice, Allen&Unwin, Sydney.
Moseley, S.A. (1935) The Truth About a Journalist, Routledge, London.
Sunday, July 22, 2007
Chapter One - What is Public Relations?
Chapter one explores the definition of Public Relations. Definitions of some key PR terms, such as Publicity, Communication, Press Agentry, and Media Relations, are explained in the chapter.
This chapter also aims to compare the industry of PR with that of marketing and advertising, explaining the similarities and differences, and the overlapping areas between the three industries. While PR, marketing and advertising are all separate industries, it is also the case that all three can combine in communicating a message to an audience (examples of this can be found in Figure 1.1 on page 13.)
The chapter also looks at the various roles and activities of PR Practitioners, trends within PR, and the skills required to become a PR Practitioner.
I think the key points to remember from this week's readings were the various definitions and how the definitions have evolved over time. This is important so we can understand what the concept of PR is and what it entails. Prior to starting this course, my understanding of PR was that of a spokesperson/advocate role; imparting information on behalf of an organisation to the public. I found Grunig and Hunt's definition of PR very similar to my own: 'management of communication between an organisation and its publics' (1984:6).
The reading made me realise how ignorant I had been to how PR practitioners are perceived, as spin doctors. I have chosen to study this course for a different reason, and perhaps from a different angle of PR; so I can possibly work for the Cancer Council organising fundraisers/charity events. I do not see myself in any kind of 'spin doctor' role - I prefer to be honest. Do you all think this is realistic, or am I kidding myself?!
At the conclusion of the chapter, I found it interesting to read the career paths of four PR students, some of whom combined their PR degree with another degree, and their current roles within the PR industry.
I have posted a comment on http://www.cmns1290michaelavirgara.blogspot.com
References
Johnson, J. & Zawawi, C. (2004) Public Relations Theory and Practice. Crows Nest:Allen&Unwin
This chapter also aims to compare the industry of PR with that of marketing and advertising, explaining the similarities and differences, and the overlapping areas between the three industries. While PR, marketing and advertising are all separate industries, it is also the case that all three can combine in communicating a message to an audience (examples of this can be found in Figure 1.1 on page 13.)
The chapter also looks at the various roles and activities of PR Practitioners, trends within PR, and the skills required to become a PR Practitioner.
I think the key points to remember from this week's readings were the various definitions and how the definitions have evolved over time. This is important so we can understand what the concept of PR is and what it entails. Prior to starting this course, my understanding of PR was that of a spokesperson/advocate role; imparting information on behalf of an organisation to the public. I found Grunig and Hunt's definition of PR very similar to my own: 'management of communication between an organisation and its publics' (1984:6).
The reading made me realise how ignorant I had been to how PR practitioners are perceived, as spin doctors. I have chosen to study this course for a different reason, and perhaps from a different angle of PR; so I can possibly work for the Cancer Council organising fundraisers/charity events. I do not see myself in any kind of 'spin doctor' role - I prefer to be honest. Do you all think this is realistic, or am I kidding myself?!
At the conclusion of the chapter, I found it interesting to read the career paths of four PR students, some of whom combined their PR degree with another degree, and their current roles within the PR industry.
I have posted a comment on http://www.cmns1290michaelavirgara.blogspot.com
References
Johnson, J. & Zawawi, C. (2004) Public Relations Theory and Practice. Crows Nest:Allen&Unwin
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