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The IABC Excellence Study

About the Excellence Study . Conducted from 1985 to 2000310 organizations.Communication heads, CEOs, 3,400 employees.Canada, UK, and US.1,700 questions from each organization.25 qualitative cases. Three books published.. Research Question 1 The Effectiveness Question . How, why, and to what extent does communication affect the achievement of organizational objectives?.

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The IABC Excellence Study

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    1. The IABC Excellence Study Larissa A. Grunig Department of Communication University of Maryland James E. Grunig Wee Kim Wee Professor School of Communication and Information Nanyang Technological University, Singapore Department of Communication University of Maryland

    2. About the Excellence Study Conducted from 1985 to 2000 310 organizations. Communication heads, CEOs, 3,400 employees. Canada, UK, and US. 1,700 questions from each organization. 25 qualitative cases. Three books published.

    3. Research Question 1 The Effectiveness Question How, why, and to what extent does communication affect the achievement of organizational objectives?

    4. Organizational Effectiveness

    5. Value of Public Relations to an Organization

    6. Effectiveness at the Societal Level

    7. Using Compensating Variation to Measure the Value of the Public Relations Function CEOs report 186% return on investment in communication function for all organizations CEOs with excellent communication programs report 225% return on investment in public relations

    8. Problems in Putting a Monetary Value on Relationships Returns are long-term. Returns are lumpy. Value occurs when something does not happen.

    9. Effects of Excellent Communication Programs meet communication objectives. Good, long-term relationships are established with publics. Employees are satisfied with the organization. Reduces costs of regulation, legislation, litigation, pressure, and negative publicity by managing conflict.

    10. Research Question 2 The Excellence Question

    11. Empowerment of Public Relations In effective organizations, the senior public relations officer is part of or has access to the group of senior managers who make decisions in the organization.

    12. Integrated Public Relations Function Excellent departments integrate all public relations functions into a single department or have a mechanism to coordinate the departments. Only in an integrated system of public relations is it possible for public relations to develop new communication programs for changing strategic publics.

    13. Public Relations a Management Function Separate From Other Functions Many organizations splinter the public relations function by making it a supporting tool for other departments such as marketing, human resources, law, or finance. When the public relations function is sublimated to other functions, it cannot be managed strategically because it cannot move communication resources from one strategic public to another--as an integrated public relations function can.

    14. Summary of Excellence Results Related to Organization of the Public Relations Function It makes little difference whether public relations and marketing are housed in separate departments or one department. What matters is the understanding of the public relations function. The relative size of the budgets also makes little difference. However, when marketing communication dominates how senior managers think about public relations, excellence in public relations declines. Public relations departments buy advertising and promotional materials from outside firms.

    15. Overall Excellence by Support for Public Relations

    16. Public Relations Unit Headed by a Manager Rather Than a Technician   Technicians are essential to carry out day-to-day communication activities. Yet, excellent public relations units have at least one senior manager who directs public relations programs or this direction is supplied by other members of the dominant coalition who have no knowledge of public relations.

    17. Involvement of Public Relations in Strategic Management An organization that practices public relations strategically develops programs to communicate with the strategic publics, both external and internal, that provide the greatest threats to and opportunities for the organization.

    18. Public Relations Contributes to Strategic Management by Participating in management decision-making to identify consequences on publics. Segmenting stakeholders and publics. Using communication to cultivate relationships with strategic publics. Influencing management behavior. Measuring the quality of relationships.

    19. Extent of PR Participation in Strategic Management

    20. How PR Participates in Strategic Management

    21. Multiple Meanings of Strategic Management in Cases Average department = historicist approach (follow the past) Real estate development company = financial planning only, no PR Oil company affiliate = media relations Medical association = strategic agenda for the organization Gas and electric company, chemical company = involvement in ongoing strategic management

    22. Two-Way Symmetrical Model of Public Relations Two-way symmetrical public relations is based on research and uses communication to manage conflict and improve understanding with strategic publics. Excellent public relations departments model more of their communication programs on this model than on the press agentry, public information, or two-way asymmetrical models.

    23. Results Show Dimensions of Excellent Communication Underlying the Four Models Symmetrical Two-way Ethical Interpersonal OR mediated

    24. Internal Communication is Symmetrical Excellent organizations have decentralized management structures that give autonomy to employees and allow them to participate in decision-making. They also have participative, symmetrical systems of internal communication. Symmetrical communication with employees increases satisfaction with the organization because employee goals are incorporated into the organizational mission.

    25. Organizational Context for Excellence Excellent public relations departments are nourished by participative rather than authoritarian cultures, activist pressure from the environment, and organic rather than mechanical management structures. They also are more likely to develop programs to reduce discrimination and to enhance the careers of women.

    26. Knowledge for Managerial Role and Symmetrical Public Relations Excellent programs are staffed by professionals--people who are educated in the body of knowledge, are active in professional associations, and read professional literature.

    27. Excellent Public Relations is Diverse The principle of requisite variety states that effective organizations have as much diversity inside the organization as in the environment. Excellent public relations includes both men and women in all roles, as well as practitioners of different racial, ethnic, and cultural backgrounds.

    28. Results Related to Women in Public Relations Communication is equally likely to be excellent when the top communicator is a man or woman. Gender makes little difference in the role enacted by top communicators, in the role expectations of CEOs, and in the expertise of the public relations department

    29. More Results Related to Women in Public Relations Female PR heads are more likely to play dual manager-technician roles than are men—even in organizations with excellent public relations departments. Women may have less opportunity than men to gain strategic expertise because of the time they must spend doing technical tasks.

    30. Globalization of Public Relations Generic principles The characteristics Of excellent public relations Specific applications needed for Culture Political system Economic system Extent of activism Level of development Media system

    31. Complete Results of The Excellence Study Larissa A. Grunig, James E. Grunig, & David M. Dozier (2002). Excellent Public Relations and Effective Organizations: A Study of Communication Management in Three Countries. Lawrence Erlbaum Associates. Available online at http//:www.erlbaum.com.

    32. Other Books in the Excellence Series James E. Grunig (ed.). (1992). Excellence in Public Relations and Communication Management. Lawrence Erlbaum Associates. David M. Dozier with Larissa A. Grunig & James E. Grunig (1995). Manager’s Guide to Excellence in Public Relations and Communication Management. Lawrence Erlbaum Associates.

    33. Women in Public Relations Larissa A. Grunig, Elizabeth Lance Toth, & Linda Childers Hon (2001). Women in Public Relations: How Gender Influences Practice. Guilford Publications.

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