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.
Friday, August 24, 2007
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.
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