Week 7 Critique

This week i also critiqued Michelle Hogan's weeks 7 blog this can be found here.

Week 7 -Critique!

This week i critiqued Lauretta's blog - my comment and her post can be found here.

Week 7 Blog – Media Relations

This week’s readings were far practical in comparison to the theoretical readings of the past few weeks. I found it really interesting studying the relationship between the media and practitioners. The chapter states that “media relations is one of the best known elements of public relations because the work is seen to be done – that is we can see the outcomes every day in the media” – page 259.

I found the relationship between the media and public relations to be particularly important – where it is evident that the demands of the press have enhanced the growth of public relations. It is interesting to note that in a study of newspaper stories 30% of 2500 newspaper articles were wholly based on press releases.

I also found it interesting the concept of media monitoring – this complemented previous week’s readings where practitioners have cited that monitoring of news papers occurred on a daily basis. Media monitoring is said to be a vital form of research – its about being up to date with issues, events and changes that occur in your town or industry as well as nationally and globally.

The concepts of deadlines and framing PR works to suit their intended medium was also interesting. The text stressed the importance that practitioners become familiar with all styles of media and their deadlines and work within them. This type of practice will ensure the maximum exposure for the organisation.

An important aspect of maximising the effectiveness of media campaigns is to be always aware of he target audience. When doing this the text most interestingly stated that while the internet provides opportunities to reach large audiences – it should not be considered as the only alternative because it is both cheap and accessible – Page 270.

The last interesting fact I would discuss appeared on page 267 where the text states “a key factor in successful media relations is getting to know the journalist by name”. the text argues that if a practitioner develops a relationship with a journalist, it is a good starting point in keeping negative publicity to a minimum.

Overall I thought these readings gave a practical insight into the methods and relationship between public relation practitioners and the media. It is evident that in pursuing media coverage the practitioner must consider ways of targeting the intended audience – while considering ways of making campaigns appealable to gain maximum media coverage. In doing this I recall week 6 and the previous week’s readings. As I develop an understanding of PR I feel as though I am creating a checklist of dynamic features that must be considered when practicing public relations – litigation, ethics, and appropriate media relations – whilst attempting to maximise the effectiveness of the campaign for the organisation. It sounds a little daunting but I find myself curious about the variety of avenues the field can take you. I wonder what’s next???

Week 6 Critique

This week i critiqued Emma's blog - it was really good and worth a look if anyone struggled with this weeks readings. you can find her blog here.

Week 6 Blog

This week’s readings explain two key aspects that are important in the practice of public relations, the legal environment and ethical practice. As each of these chapters is significant I will consider each of them separately.

Chapter 4- The Legal Environment

To ensure quality public relations outcomes, practitioners need to take a role in development strategies to minimise the legal risks associated with the functions and roles they perform. The chapter argues that public relation decisions must be made in the context of the legal environment, practitioners must take an active role in assessing and responding to legal risk. As a part of their day to day jobs practitioners must negotiate with lawyers on the strategies employed to minimise harm, otherwise public relation outcomes could be compromised.

I found the Mc Donald’s case study on page 77 was particularly interesting in that it demonstrated that in particular legal situations it may be better to negotiate a settlement or seek some alternative means of resolving conflict then to expose clients to public scrutiny, as in the Mc Donald’s case where both company’s were defamed. In this particular case it was evident that legal issues can affect both reputations and relationships.

Key litigation that should probably be noted is the tort of negligence, the tort of defamation, copyright laws the trades and practices acts, real property law, intellectual property law and copyright law.

Chapter 5 – Ethical Practices

Chapter 5 defines ethics as the personal values which underpins the behaviour and moral choices made by an individual in response to a specific situation. In public relations practice ethical behaviour relates both to the practitioner and to organisations. Practitioners therefore need to be concerned with their own personal and professional ethics as well as with the institutional ethics of the organisation for which they work.

I found it interesting that the text cited empirical evidence which shows that practitioners who base their decisions and recommendations to management on ethical principles are more likely to have a greater role in management and organisational activities.

In public relations most ethical challenges stem from social responsibility issues or from relationship issues with a client or employer, the news media, stakeholders or colleagues. They usually result from poor relationships, inadequate corporate standards and conflicting obligations in certain situations where the values of a client, employer and society may not be easily reconcilable with a practitioners own values.

Ethics are now becoming more important in public relations and organisational strategy. Organisations are adopting a broader more socially conscious view of their company’s responsibilities to employees, customers and the communities in which they operate.

Conclusion

After yet another theoretical reading it’s apparent that when developing campaigns and the like in public relations there is a variety of issues that need to be considered so that the role of the practitioner while being strategic as noted in week 5’s readings is still ethical and legally responsible.

Week 5 Blog- Strategy

Another week down and another public relations blog to write. This week’s readings Chapter 7 of Public Relations; theory and practice - ‘strategy, planning and scheduling’. The text was highly theoretical and builds on the knowledge I have gained in previous weeks – but I guess that is the point of this exercise.

The text is forever exploring and expanding the definition and field of public relations in this chapter it stresses that public relations practitioners need to understand what they need to know and do it strategically in order to achieve its PR goals. In order to do this the organisation needs to be clear about its mission, direction values and objective and must be certain that what it says is consistent with that it actually believes. This idea was explored in tutorial four.

Chapter 7 explored the concept of strategy and how when used effectively it can maximise the success of the public relations practitioner. Public relations strategy is defined in the text (p.171) as being a process by which the leadership of an organisation deliberately manages its communications proactively so that they are open, candid and primarily focused on the marketplace and the customer as the first cause. The text outlines how public relations strategy encompasses a variety of techniques and skills that the practitioner must consider and master in order to maximise the effects of their campaigns.

It further developed ideas established in week four’s tutorial, where we viewed organisational structures and the role of public relation practitioners within them. I found the study by Professor James Grunig explored on page 172 of the text very interesting in that it established that organisations tend to value PR practitioners more highly that a regular department within an organisation as the practitioner deals with major social issues. However the study showed that the success of the practitioner was proportional to whether it was in a strategic management role – as explored last week in the observation exercise - most practitioners were high in the organisational chain of command.

This led to a line of though instigated by the text where it encourages the reader to consider the following: “you are only likely to be as good as a public relations practitioner as your CEO will allow you to be”. I am not entirely sure I agree with this, while in principle it makes sense, I believe that practitioners are responsible for the success and effectiveness of their campaigns and strategies. However in saying this I acknowledge that I have a highly limited knowledge and this will surly be rectified and reflected upon in future weeks and courses.

As stated previously the chapter outlines a variety of skills and techniques that are used in public relation strategy, for example budgeting, checklists, gantt charts, flow charts and calendars. In particular I found budgeting to be interesting and its two dominant types – financial and operating budgets, where previously I had only been aware of financial budgeting. The text cites a particularly useful definition of budgeting on page 180, by McElreath “a budget is a plan for coordinating resources and expenses over a period of time by assigning costs to goals and objectives for specific activities.”

Yet again this is a very long blog but finally I think that it is important to note that while I understand the chapter lays a good foundation for our future careers, I could not help but think as I read it of week three’s readings. The interviewees in the text all explained that while the theory they learnt in completing their degree’s were useful it is the hands on experience that is most beneficial in the training of practitioners. I believe that it is only once we apply this theory in a practical approach that we will fully understand the importance of it for effective and successful public relations strategy.

Critique Week 4

This week i critiqued Sara Shanahan's blog - it was brief but can be found here

Week 4

I thought this week’s readings were really appealing not to mention motivating. Although they maintained (as has all the readings so far) that public relations is a very broad field that can take you anywhere I found the interviews that appeared in Public Relations by Melanie James, the most interesting of the readings thus far. It provided what I felt was real information regarding the field – type of jobs, flexibility, tasks - both bad and good, job location, salary, resume style and interview technique – all of which I believe will be beneficial when pursuing future careers.

Each of the interviews had there appeal however I thought that with Carolyn Verey (pg.47) to be particularly significant. The government sector is a personal interest of mine, and I have often considered it being an avenue I may one day pursue. In all honesty this interview perhaps diminished some of this ambition, while I found Verey to be very engaging I found other interviews and area’s far more interesting for instance the interview with Carson White (pg.51) or Melissa Sawyer (Pg.43). While the positions held by both are not the highest paying of those people who were interviewed, it is obvious they love and are very dedicated to what sounds like fascinating careers.

Throughout all interviews there were common themes in each. Most people believe their work is flexible, and hours vary depending on the amount of work they have at any given time as Angela Scrymgour answers; “I wish someone had old me before I started that this is definetly not a 9.00 to 5.00 Monday to Friday job.” It is evident from the reading that work changes on a day to day basis and the practitioners interviewed all say that the variety is part of what they enjoy about the job. As well as this event management and is a commonly listed job that people enjoy.

The second reading from chapter 11 in Johnston and Zawawi (2004) emphasises the importance of the internal public within the organisation. The essence of the reading is best summarised on page 292 where Sison states:

“It is in a company’s best interest to keep its staff happy, loyal and safe. Keeping them informed, communicating with them, consulting with them and developing relationships with them are some of the ways that show the organisation respects them not just as ‘workers’ but as ‘thinking individuals’”

I can understand the benefits of this line of thought, even in my own line of work in hospitality being treated as an equal always motivates staff members to work hard and are therefore loyal to the organisation.

The concept of the organisation is also explored in the reading. William Scott (cited in Johnston and Zawawi, 2004, pp.289) defines the organisation as “a system of coordinated activities of a group of people working cooperatively toward a common goal under authority and leadership.”

Within this concept of the organisation the text explores it’s internal publics, and as gathered from Sison’s quote, the importance of maintaining positive relationships with this public. These internal publics consist of organisations employees and association members. These positive relationships with the employees are evident when reading the interviews, in the first reading. The Practitioners who are interviewed are satisfied with their job, and all are loyal to the firm they work for.

What I take from these readings is an increased understanding of the field of public relations. The interviews drove home the understandings gained in previous readings. As stated in previous blogs it is evident that it is a broad arena with many career opportunities in many sectors, this week specifically highlighted was the role of the practitioner in the organisation and the increased importance that positive relationships are maintained with its internal publics.