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Cutlip & Center's Effective PUBLIC RELATIONS

Cutlip & Center's Effective PUBLIC RELATIONS. PART I Concept, Practitioners, Context, and Origins Chapter 3 Organizational Settings. Tenth Edition. Study Guide. After studying Chapter 3, you should be able to:

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Cutlip & Center's Effective PUBLIC RELATIONS

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  1. Cutlip & Center'sEffectivePUBLIC RELATIONS PART I Concept, Practitioners, Context, and Origins Chapter 3 Organizational Settings Tenth Edition

  2. Study Guide After studying Chapter 3, you should be able to: • Discuss top management’s (dominant coalition) impact on determining the relative importance and role of public relations. • Distinguish between line and staff functions. • Explain advantages and disadvantages of internal departments and outside counseling firms for serving an organization’s public relations needs. 3-1

  3. Study Guide After studying Chapter 3, you should be able to: • Describe working relationships between the public relations unit and other departments in organizations. • Outline four primary approaches public relations firms use for billing clients. 3-2

  4. Approaches To IntegratingPublic Relations Internal, not delegated Internal, delegated department External firm or agency Internal–External Combination 3-3

  5. Line and Staff Organization Chart 3-4

  6. Corporate Public Relations Department 3-5

  7. How Top ManagementShapes Public Relations • Commitment to and participation in public relations • Hires and retains competent counsel • Includes public relations in policy making • Uses two-way communication with both internal and external publics • Acts consistent with what is said • Clearly defines goals and objectives 3-6

  8. What is an organization’s “dominant coalition”? Why is public relations sometimes excluded from the dominant coalition? 3-7

  9. Factors Influencing Public Relations’ Role in Management • Proximity and access • Organizational changes (management or structure) • Characteristics of practitioners • Extent to which research is used • Views of line managers and the practitioners themselves 3-8

  10. Advantages of anInternal Department? Disadvantages of anInternal Department? 3-9

  11. Advantages of anExternal Firm? Disadvantages of anExternal Firm? 3-10

  12. Annual Revenue Per Practitioner Based on Billable Hours for Ten Largest Independent Firms (2007) Total income = $148,000 Total employees Data Source: Jack O’Dwyer’s Newsletter, 3/12/08 3-11

  13. Annual Revenue Per Practitioner Based on Billable Hours for Example Firms Qorvis Communications, D.C. $ 354,616 Regan Communications, Boston 283,397 Edelman Worldwide PR, NY/Chicago 138,285 Waggener Edstrom, Bellevue, WA 132,968 Text 100 International, NY 109,091 3-12

  14. Four Ways to Pay Counseling Firms: • Monthly retainer • Minimum retainer, plus monthly charges • Hourly charges, plus expenses • Fixed project fee 3-13

  15. 3-14

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