Download Public Relations Services - Department of Communication Science

COURSE SYLLABUS
University of Zululand
Faculty of Arts
Department of Communication Science
ACOM 231 & ACOM 331: Public Relations 3A
Instructor: Mr. Thabo Mokgosi
Office: A2-44 (Academic Block)
Phone: 035-902-6033
Office Hours: By appointment
E-mail: [email protected]
COURSE DESCRIPTION
The study of public relations theory and practice is used to create and maintain
communication between organisations and their internal and external publics.
Theoretical and practical approaches are combined so that students are introduced
to the diversity of contemporary public relations theory and techniques and have
opportunities to develop key skills in practical assignments.
COURSE OBJECTIVES
The purpose of this course is to develop an understanding of the theoretical body of
knowledge in public relations and its application to practice.
LEARNING OUTCOMES:
1. Demonstrate an understanding of the scope and nature of public relations
practice.
2. Analyse and evaluate specific technical activities of public relations practice.
3. To provide the conceptual framework that underlies the theoretical body of
knowledge in public relations;
4. To examine how public relations theory informs practice;
5. To examine and discuss professional standards, ethics, and values in public
relations.
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REQUIRED TEXT
Johnston, J. and Zawawi, C. (2000). Public Relations: Theory and
practice, NSW, Allen & Unwin.
ADDITIONAL TEXT
Lattimore, D., Baskin, O., Heiman, S.T., Toth, E.L. (2009). Public
Relations: The Profession and the Practice, third edition: New York:
McGraw Hill
EVALUATION OF STUDENT LEARNING
Press releases
10%
Test No: 1
15%
Test No: 1
15%
Planning Public Relations Campaign:
10%
Exam
50%
..................................................................................................................
GROUND RULES ON ATTENDANCE
...........................................................................................................................................
ATTENDANCE is compulsory. Any student not attending a class should
provide a medical certificate or a written justification (signed by a parent
or guardian). Should a student fail to do so, he / she will be considered
truant. If a student’s attendance for a given subject is lower than 80%, he
/ she will AUTOMATICALLY FAIL.
PUNCTUALITY is equally important. The lecturer is entitled to refuse
entry into the lecturer theatre to any student coming late for lectures.
...........................................................................................................................................
NB: THERE IS NO SHORT CUT TO SUCCESS.
...........................................................................................................................................
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COURSE OUTLINE
PART ONE

Defining Public Relations

Scope of Public Relations

Public Relations Theory and the Management of Populations

Public Relations Law & Ethics

Media Relations
PART TWO

Research and Evaluation in Public Relations

Planning a Public Relations Program

Implementing the Plan: Action and Communication in Public
Relations
PART THREE

Public Relations and New Communication Technologies

Government Relations

Internal and Community Relations

Crisis Communication Management
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ASSIGNMENT
DUE DATE: 30/03/2012
LATE SUBMISSION 29/03/2013
QUESTION ONE
CASE STUDY AND PUBLIC RELATIONS PLAN EXAMPLES
_CASE STUDY: BLUE RIDGE WATER COMPANY
You are the Public Relations Director for a mid-sized water and
wastewater utility in Northern Virginia called the Blue Ridge Water
Company (Blue, for short). The company has been supplying Blue’s
200,000 residents with water and wastewater service for more than 45
years without issue. Prior to your joining the organization five years ago,
Blue had no formal PR strategy—or strategist like you—in place. In terms
of communication, the company was reactive, and issued information
only when a particular situation necessitated it.
Your company, while public in nature, tries to operate more like a
business. It has a strategic plan, a pay for performance appraisal system,
and an “AA” financial rating. It is well managed and has strong record of
fiscal and environmental stewardship. However, like many water
utilities, you have operated under the radar for 45 years. You have done
very little communicating about the company’s internal business
structure and plan, however positive, and focused your very limited
communications on customers, and only for issues related to water and
sewer services. Your customer demographic is a highly educated,
affluent group. Median household income is one of the highest in the
country at nearly $96,000. Most customers have lived in your service
area for less than five years, and because of growth in the Blue Ridge
Region, your total number of customers doubles every ten years. In one
year, Blue will start operating an advanced wastewater treatment plant
in the heart of your service area.
It will be virtually odor-free and employ the best technology available to
treat wastewater before returning it to the environment. In fact, the
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cleaned water will be available for sale for irrigation purposes. While
Blue has financed the construction of the plant over the next 20 years, its
day-to-day operations will be costly and will require a six percent
increase in the user rates each year for at least the next three years, and
possibly beyond.
You have not issued a rate increase in the last 12 years. You have
featured the new plant prominently on the website and frequently in the
newsletter. The local weeklies also have covered it over the last year.
Still, you do not believe that very many customers are aware of its arrival
next year or the impending rate increase it will require.
Residents in your area are reeling from several years of increasing
property-tax assessments. Housing affordability and rising public service
costs are extremely hot topics. In addition, local elected officials have
recently come under investigation for unethical dealings. Two local
elected officials serve on your Board of Directors, as does a prominent
local developer.
NB: Use the following research findings to answer the questions that
follow.
_ A survey you conducted indicated that 90 percent of your customers
think your services are tax supported (they are not—Blue is funded solely
by water and sewer fees collected from customers). The survey also
revealed that 51 percent of your customers cannot recall your company
name unaided, let alone, anything about your company. The survey also
revealed that 25 percent of your customers think trash service is among
the services Blue provides. (It isn’t.)
_ Your board of directors does not understand public relations in its
truest form. They see it merely as a way to promote good things or cover
up or spin the bad things.
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_ After ten years of unprecedented growth, construction has slowed
down and the number of connections (hookups) is lower than projected,
so cost control measures are in place for all internal departments until
further notice.
_ Blue is building a new headquarters next to the new plant. It will cost
$11 million and you will be moving in the same time next year that the
plant starts operating. The building will employ many environmental
and good neighbor features, such as geothermal energy, energy efficient
lighting, motion sensors, low-water landscape and it will feature an
outdoor park and trail where the public can come for fitness activities,
walks and picnic lunches. The building will feature an indoor education
center for community and school groups to book to learn about water
science, treatment and conservation.
QUESTIONS
Step 1: Describe what, if any, research is needed. Identify the source of
the information and a rationale for each research activity that you
recommend.
(5)
Step 2: In one general sentence, state the problem(s) to be addressed. (5)
Step 3: Identify three key publics to be included in your plan and a
rationale for including them.
(5)
Step 4: Provide one short-term and one long-term objective for each
public.
(5)
Step 5: Provide one strategy for each objective, citing a theory or model
as rationale for its use.
(5)
QUESTION TWO
2.1 What are some of the key values that underlie modern PR?
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(8)
2.2 How do issues such as deception and privacy present ethical
problems for Public Relations?
(8)
2.3 What is a pseudo-event?
(4)
2.4What are two approaches to organizing a Public Relations firm?
(5)
2.5 What are press releases, and why are they important to reporters? (5)
2.6 What is the difference between a VNR and a PSA?
(5)
(MARKS 35)
QUESTION THREE
3.1 Why have research and lobbying become increasingly important to
the practice of Public Relations?
(8)
3.2 Explain the historical background of the antagonism between
journalism and Public Relations?
(12)
3.3 How has ‘Public Relations’ change the relationship between
journalists and their sources?
(6)
3.4 In what way is conventional news like public relations?
(4)
(MARKS 30)
REFERENCE
Campbell, R. Martin, C. and Fabos, B. Public Relations and Framing the
Message: in Media & Culture: An Introduction to Mass Communication
(Chapter 12)
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STUDY GUIDE
ACOM 231 & ACOM 331: Public Relations 3A
INTRODUCTION
When we speak of professional public relations, we mean, “The management activity
which evaluates public attitudes, identifies the organization’s policies and procedures
with the public interest, identifies constituencies or audiences to be reached by the
organization’s communications, and establishes channels of communication with
these groups of people.” Whether the organization has “good” public relations, then,
is essentially determined by the organization’s senior management. It is they who set
the organization’s policies and direct daily practices. If those policies and practices
are in keeping with the public interest, then the public relations staff can use
professional communication techniques to obtain public understanding, acceptance,
acclaim, and, if necessary, defense against attack.
If a public relations practitioner finds himself/herself representing an organization in
which top management is short-sighted and less interested in the public interest than
in profit or other considerations, then the public relations person has the
responsibility to make recommendations for changes known in every possible
reasonable manner. Should management choose not to change its policies and
practices, then the public relations professional must choose between leaving the
organization or staying, depending upon his/her conscience.
PUBLIC RELATIONS SERVICES
The role of public relations varies widely from organization to organization,
depending upon the type and size of the organization, the understanding top
management has of the proper uses of public relations, and the experience and
training of the public relations staff. In many organizations, the person heading the
public relations function is a member of senior management and participates as a
member of the company’s Management Committee.
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UNIT 1: PUBLIC RELATIONS: A MANAGEMENT
1.1 DEFINITIONS OF PUBLIC RELATIONS

“Public Relations’ is the deliberate, planned and sustained effort to establish
and maintain mutual understanding between on organization and its publics.”
- Institute of Public Relations, USA

“Public relations’ is the attempt by information persuasion and adjustment to
engineer public support for an activity, cause, movement or institution.” Edward L. Bernays

“Public Relations’ is a combination of philosophy, sociology, economics,
language, psychology, journalism, communication and other knowledges into
a system of human understanding." - Herbert M. Baus

“Merely human decency which flows from a good heart.” - Charles Plackard

“Good
performance,
publicity
appreciated
because
adequately
communicated.” - Fortune (Magazine)

“Public Relations’ is Dale Carnegie - winning friends and influencing people –
writ large.” - Robert Heibroner

“Everything involved in achieving a favourable opinion." - George F.
Meredith

“The Management function which gives the same organized and careful
attention to the asset of goodwill as is given to any other major asset of
business.” - John W. Hill
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
"Public Relations is distinctive management function which helps establish
and maintain mutual lines of communication, understanding, acceptance and
cooperation between an organization and its publics; involves the
management of problems or issues; helps management to keep informed on
and responsive to public opinion; defines and emphasizes the responsibility of
management to serve the public interest; helps management keep abreast of
and effectively utilize change, serving as an early warning system to help
anticipate trends; and uses research and sound and ethical communication as
its principal tools." - Rex F. Harlow
1.2. ORIGIN OF PUBLIC RELATIONS
Thomas Jefferson (1807) used the phrase "Public relations" in the place of "State of
thought" while writing his seventh address to the US Congress. In India, Great
Indian Peninsular Railway Company Limited (GIP Railways) carried on publicity in
Public Relations campaign in England for promote tourism to India through mass
media and pamphlets. During the time of First World War a central publicity board
was set up at Bombay (now Mumbai) for disseminating war news to the public and
press. After Second World War the Public Relations activity gained importance both
privates as well as Government started Public Relations campaigns.
1.3. NEED FOR PUBLIC RELATIONS
Investing on Public relations will help the organisation to achieve its objective
effectively and smoothly. Public Relations is not creating good image for a bad team.
Since false image cannot be sustained for a long time. Though the organisation
product or services are good it need an effective Public Relations campaign for
attracting, motivating the public to the product or service or towards the purpose of
the programme. It is not only encouraging the involvement from the public and also
resulting in better image.
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Effective Public Relations can create and build up the image of an individual or an
organisation or a nation. At the time of adverse publicity or when the organisation is
under crisis an effective Public Relations can remove the "misunderstanding" and
can create mutual understanding between the organisation and the public.
1.4. FUNCTIONS OF PUBLIC RELATIONS
 Public Relations is establishing the relationship among the two groups
(organisation and public).
 Art or Science of developing reciprocal understanding and goodwill.
 It analyses the public perception & attitude, identifies the organisation policy
with public interest and then executes the programmes for communication
with the public.
1.5. ELEMENTS OF PUBLIC RELATIONS
 A planned effort or management function.
 The relationship between an organisation and its publics
 Evaluation of public attitudes and opinions.
 An organisation's policies, procedures and actions as they relate to said
organisation's publics.
 Steps taken to ensure that said policies, procedures and actions are in the
public interest and socially responsible.
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UNIT2: COMMUNICATION MODELS AND THEORIES
Communication is claimed as a field of study by scholars in arts, business and social
science faculties. Communication theories borrow from linguistics and more recently
postmodernist philosophy. Contemporary theories involve how society and its
individuals picture themselves and their world through shared message, wrapped up
in all sorts of political and philosophical arguments about what sort of world we live
in and what sort of society is possible.
In this unit, we will explore the following theories in the context of public relations
 Agenda-Setting Theory
 Diffusion Theory
 Communication Models
 Publics and Public Opinion
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UNIT 3: ETHICS AND LAW
The application of ethics to the practice of public relations is critical to our
profession. Common ethical principles of public relations practice and a decisionmaking model designed to help you evaluate an ethical dilemma and form the
rationale to support it follow. We will also explore the laws that impact directly in
public relations’ activities.
3.1 ETHICS
 Act in the public interest.
 Use honesty and integrity as your guide.
 Ensure accuracy and truth.
 Deal fairly with all publics.
3.2 LAWS FOR PUBLIC RELATIONS PROFESSIONALS
 Copyright law
 Common law copyright
 Statutory copyright
 Ownership of copyright for photography and artwork
 Defamation
 Fair comment
 Fair use
 Right of privacy
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UNIT 4: MEDIA RELATIONS
Media Relations is an integral part of most public relations programs. Public
relations professionals interact with the media both proactively and reactively. The
overall goal of good media relations is to establish relationships with representatives
of the media that foster accurate, balanced, and timely release of your organization’s
information.
Whether dealing with a mass media outlet such as a network reporting global issues,
or a specialized medium such as a trade journal concerned only with an industry
segment, relationships are enhanced when public relations professionals first
conduct research to become familiar with what specific media organizations cover.
Receiving news that is unrelated to their audience profile only serves to diminish the
media trust and respect that is so important to achieving coverage of stories.
Media relations campaigns should be planned in accordance with industry standards
to target audiences with specific messages relevant to the overall goals of the public
relations plan. The effectiveness of a media relations campaign should be evaluated
regularly. Comprehensive metrics have been developed and implemented to evaluate
a PR program. Though the amount of media coverage is only an output measure, it
still remains among the top indicators valued by the client.
4.1 KEY MEDIA RELATIONS KNOWLEDGE AND SKILLS
 Do you understand the relationships between public relations professionals
and journalists?
 Can you relate current events and trends to your organization/clients? In
other words, have you developed news sensibilities and solid news judgment?
 Do you recognize the strengths and weaknesses of different media types and
select the one or ones that will be effective for different communications
goals?
 Do you use the Internet and other new media technologies, including e-mail
list serves, blogs, chats, RSS, and podcasts effectively?
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 Do you understand how to work with the many information distribution
systems?
 Have you learned to recognize the unique media relations laws, requirements
and responsibilities associated with financial public relations for publicly
owned companies?
 Do you train and coach others, including senior management, to prepare them
for media interviews and interaction?
4.2 VITAL MEDIA FOR EXTERNAL PUBLICS
_ Newspapers
_ Wire Services /News Syndicates
_ Magazines
_ Radio
_ Television
_ Company Web page
_ E-mail
_ Blogs
_ Chat rooms
_ Interactive networks
_ VNRs
_ Direct mailings
_ Other
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UNIT
5:
RESEARCH,
PLANNING,
IMPLEMENTATION
AND
EVALUATION
Public relations programs cannot be successful without proactive, strategic planning
that includes measurable objectives, grounded in research and evaluated for return
on investment.
 The Four-Step Process
 Writing a Public Relations Plan
 Plan Formats and Styles
 Methodologies
 Content Analysis
 Survey Research
 Sample Size
 Survey Research Tips for Do-It-Yourselfers
 Focus Group Research
 Scientific Method Research Definitions
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UNIT6: PLANNING A PUBLIC RELATIONS PROGRAM
Planning in PR is essentially about making the concrete decisions about what needs
to be done and the order in which it will be done as a response to a particular
situation or in anticipation to something that might occur in future. Through the
process of strategic thinking, a strategic plan is laid out to provide a view of how
future goals can be achieved.
UNIT 7: COMMUNICATION PROGRAMME
Communication programme consists of message, media and budget. The word
communication is derived from the Latin communis, meaning "common." The
purpose of communication is to establish commonness. The basic elements in
communication are the source or sender, the message, and the destination or
receiver.
Effective communication requires efficiency on the part of all three. The
communicator must use a channel that will carry the message to the receiver. The
message must be within the receiver's capacity to comprehend. The message must
motivate the receiver's self-interest and cause him or her to respond. Communicators
need to bear in mind that communication is no substitute for policy and action. A
sender can encode a message and a receiver decodes it only in terms of their own
experience and knowledge.
When there has been no common experience, then communication becomes virtually
impossible. Commonness in communication is essential to link people and purpose
together in any cooperative system. The Communication programme includes:
(i) Developing the message
(ii) Selection of media
(iii) Appropriate budget for implementing the programme.
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UNIT8:
PUBLIC
TECHNOLOGIES
RELATIONS
AND
NEW
COMMUNICATION
The development and enhancement of online communication opportunities have
created a breed of “on demand media” and led to a segment of the population that
expects news to be individualized and tailored, not to mention fed effortlessly,
regularly and instantaneously.
This is requiring public relations professionals to consider how to implement online
communication tactics—such as websites, RSS (Really Simple Syndications), news
feeds, blogs, podcasts, videocasts and the like—that are not only informative, but also
concise and free of news and information likely to be considered noise or minutia.
Now, public relations professionals need to research and understand the various
publics in an entirely new and detailed way, as well as to be versed on emerging
electronic media trends.
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UNIT 9: PUBLIC RELATIONS IN GOVERNMENT
PUBLIC
RELATIONS
FOR
GOVERNMENT
(OBJECTIVES
AND
ORGANIZATIONS)
The basic function of the government Public Relations department / agencies is to
provide information, education/instruction to the citizens. The effort should also
motivate the people directly or indirectly, to discharge these functions in a
meaningful should be clear about the broad objectives which guide their work.
The national objective should be non-political, non-controversial, and on which there
should be a national consensus. The objectives should further the interests and the
well being of the public as a whole and promote the many sided development of the
country. The objectives should be long term ones and need not necessarily change
with political vagaries.
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UNIT 10: CRISIS COMMUNICATION MANAGEMENT
Anticipating a crisis is part of every public relations professional’s job. To that end,
every organization should have an up-to-date crisis communication plan in the hands
of a clearly identified and prepared crisis communication team—internal public
relations staff, management representatives and outside public relations counsel
where appropriate. This plan should be aligned to your company’s operations crisis
plan.
10.1 MANAGEMENT SKILLS AND ISSUES
Successful public relations professionals understand the depth of influence public
relations programming can have to propel the business into a leadership position in
its industry. Public relations employs a planning process that is deliberate,
performance-based, in the public interest and involves two-way communications and
ethical practices. Achieving excellence in management skills and issues, including
cultural and gender diversity, decision-making, leadership, organizational problem
solving and team building, leads to such success.
A public relations manager today is often part of the dominant coalition or
management core group, which determines the corporate identity or how an
organization views itself. The dominant coalition also determines a company’s
culture and is responsible for overseeing and conveying the corporate identity to key
stakeholders.
10.2 LEADERSHIP
Leaders set clear direction and produce results by inspiring and motivating others,
addressing issues important to the organization and being a catalyst for change and
improvement. True leaders put the needs of the organization before their own
desires. Many styles of leadership exist—sometimes within the same person. A
successful leader is able to adapt the style of his or her leadership while maintaining
basic, core principles that sustain the organization.
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Style may depend on the organization’s culture and the specific task, as well as the
leader’s personality and the group he or she is leading. Executive leadership today is
about building and maintaining trusting relationships with compassion, open and
candid communication among employees, customers, suppliers, investors, analysts,
board members and all major stakeholder groups. It's about influencing the
behaviour of people through persuasive communication.
10.3 DIVERSITY
Recognizing the role of culture and diversity in public relations programming means
understanding the importance of values, attitudes and beliefs of the various publics
an organization serves. For example, in the health arena, culture is directly related to
the effectiveness of health promotion, disease prevention and management, early
detection, access to health care, trust and compliance (Satcher & Pamies, 2005).
Public
relations
professionals,
once
equipped
with
culturally
proficient
communication models, messages and tools, can influence an organization’s publics
by addressing the unique needs of each public. Other public relations experts agree
that “understanding the internal communication of any organization requires
analysis of the culture of that organization” (Broom, 2009, EPR, p. 215).
10.4 PROBLEM SOLVING AND DECISION MAKING
Management teams rely on several mechanisms to work through problems, assess
opportunities and arrive at effective decisions. Common tools include: SWOT
Analysis, Cause and Effect Diagrams, the Drill- Down Technique, and
Porter’s Five Forces.
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