Sunday, 26 August 2007
Week 7 PR blog: Media relations
The most obvious role of public relations within society is that of media relations-dealing with the media therefore integral to public relations activity. Often confused with publicity, media relations is however a much broader field encompassing crisis management, community relations, special events and sponsorship, and political campaigns, and may mean dealing with a few, or hundreds, of media personnel.
Increasingly, media convergence permits a single message to reach wider audiences, with audiences able to seek out items in their own time. Good avenues of publicity include community and alternative presses and broadcasters, professional and occupational trade presses; each examples of flourishing media platforms targeting specific audiences. Mainstream media is more concentrated and relies on “synchronated work, press agencies and news subsidies” channelled though public relations practitioners (Johnstone & Zawawi, 2004, p. 263). The good news being (for PR practitioners) is that less staff and complexity of news issues means it is easier to gain access to media- one study showing 30% of newspaper articles were wholly or partially based on press releases. All media should be monitored Johnstone & Zawawi (2004) suggest, to gauge public opinion and trends noting that professional media monitoring or clippings services are also available to provide daily ‘clippings files’ for organisations.
Public relations practitioners need to be, in the same way as journalists, focused on the differing news values, these being:
- Impact
- Conflict
- Timeliness
- Proximity
- Prominence
- Currency (the story was already topical)
- Human interest
- Unusual
- Money
Depending on the media, PR practitioners should be familiar with that mediums styles and deadlines and work within them; in this way assisting the media as information providers while maximising their opportunities for gaining exposure for their organisation. By understanding the personnel make-up of a newsroom and knowing the names and roles of those within the newsroom hierarchy, positive working relationships are fostered. Typical newsroom hierarchal structure being:
- Editor
- News editor/chief of staff
- Section heads
- Chief sub-editors
- Journalists/roundspeople
- Copy people
(Journalists and roundspeople are responsible for sourcing stories and as such are the ones to approach and allocate stories to)
The term ‘media’ Johnstone & Zawawi (2004) argue is not amorphorous but complex and multi-layered requiring the needs of each to be known and considered by PR practitioners. For example, magazines may require photographs while TV may require written press releases which will be adapted by television journalists. Less commonly used are Video News Releases (or VNR) which are packaged PR generated stories containing vision, interview grabs, and scripted stories but are largely viewed by Australian journalists as being too promotional- the lesson being to allow for journalistic input while servicing the client organisation and the media.
Media Tools
Media release:
press or news release written in news style i.e. who, what, where, when, why and how; for print news use an inverted pyramid style of writing as editors take 30 seconds to peruse a media release, their key concerns being who you are, the headline, and the lead (all media releases are controlled by gatekeepers so should not be too weighty)
Media conferences:
- Held to allow widespread dissemination of a story and give all media access to a story at once, also allows journalists to ask questions
- It is necessary to find a time convenient for journalists (10 a.m. early in the week being most desirable)
- Consider who the message should reach and the best media available to reach that market (keep up current lists of who to invite- media guides provide information from which to compile lists e.g. Margerat Gee’s Australian media guide)
- Invitations should be appropriate to the conference being held
- Media response will depend on the event (will veer towards less commercial events knowing they can pick up other news by phone or news release)
- Venue is also dependent on the event
Media kit:
- May contain one or several media releases
- a business card is essential
- Backgrounders: background to an event or organisation (factual account written in narrative or chronological order
- Feature articles: may be written in full or idea developed and passed on to journalist to develop (these articles do not date, are novel, usually human interest or unusual stories)
- Profiles or blogs: background on a individual or company (latest information first, may be included in a media kit)
- Media passes: should identify the event, dates of entry, person or organisation distributed to)
- Other items include: Maps, posters, T-shirts, key-rings, caps, newsletters, brochures, annual reports, calendar of events (Gantt chart)
*The overall design and style of a kit should be consistent and uniform in order for messages to be clearer.
*Media relations requires writing, organisation and planning, and interpersonal skills, and current news and events knowledge.
This week’s reading made me consider just how much of PR is, in practice, journalism and accordingly the responsibilities that this role incurs. Added to this is the need to gain the approval of gatekeepers which at this stage seems more than a little daunting…
However I found the Drew (2001) oral presentation skills reading useful (it’s always reassuring to realise that you’re not alone in being concerned about something) and plan to keep this, and the article by Van Emden & Becker (2004) for future reference. In particular the points made about looking at group work as being sharing of the load, and ways in which to divide the work up, helpful in that it gave some practical guidelines to follow. Van Emden and Becker (2004) suggest that group work allows a variety of ideas to be proposed and that each member works to support others. Groupwork also means that individual strengths can be used to the groups advantage, and to consider the image the group wishes to convey (a concept I had not previously considered). Van Emden & Becker’s (2004) suggestion that question time should be welcomed gave me another perspective as generally this part of a presentation is the one I like least probably because as Van Emden & Becker (2004) argue, this is when the audience gets to set the agenda. I also found the timeline of audience interest useful as the worst thing when giving a presentation is knowing that you are failing to keep the audiences attention.
These notes taken from: Johnstone & Zawawi (2004) Chapter 10 ‘Media relations’
"The student skills guide", Chapter 8, 2nd ed., c2001, pp. 98-114
Van Emden, J. & Becker, L. (2004). Presentation skills for students. pp. 77-93
Sunday, 19 August 2007
Week 6 PR blog
The three functions of public relations are:
Communication
Advisory/counselling
Business management
I think the key points to remember from this week are that in all areas of public relations practitioners need to be both
Informed
And reflexive (assessing all risks)
(Which not only requires foundation knowledge of the law but PR practitioners should also use the services of a legal practitioner- one who respects the professionalism of the PR practitioner and therefore is able to “ensure the best outcomes from both the legal and public relations perspectives” (Johnstone & Zawawi, 2004, pg. 99).
And, in regard to the ethics chapter, ‘best practice’ public relations serves the public interest by developing mutual understanding between an organisation and its publics and in so doing contributes to informed debate about societal issues. The flow-on effect being that complex and pluralistic societies, are better able to reach decisions and function more effectively when public and private policies are in accord.
Legal frameworks for public relations practitioners:
Tort of negligence: specifies professional duty of care to clients and general public
Tort of defamation: outlaws unjustified publications which may harm a persons reputation- defences are truth (must have admissible evidence); fair comment; and privilege (protection from liability e.g. parliament and when publishers have moral, social, or legal obligation to publish)
Contempt law- body of law protecting the administration of justice
Contract law
Statutory regulations regarding product liability, market controls, consumer protection (will affect many public relations decisions)
Section 52 Trade Practices Act- an objective test determines whether conduct is misleading or deceptive, likely to mislead or deceive
Sub-judice laws- restrict what can be published about matters pending (may prejudice the outcome)
Contempt of court- balance between the need for people to scrutinise the courts and the courts need to be free to judge matters before it
Intellectual property protection (see Johnstone & Zawawi, 2004, pp. 90-91, Table 4:1)
Personal (no comprehensive system)
Real property (land and things affixed to land)
Intellectual property (also protected by laws of trespass and nuisance)
Trademarks (Trademarks Act 1995)
Designs (how ideas are expressed, creative and inventive endeavours): Copyright Act 1968, Circuits Layout Act 1989, & Copyright Amendment Digital Agenda which means permission of the copyright owner is needed to put material online-press releases attract copyright as they are not an original expression of news (Electronic Transaction Act 1999- aims to ensure the law is the same for paper based and electronic commerce)
Patents (Patents Act 1990)
Law of Trade Secrets- both intellectual property and a strategy for protecting intellectual property (should be supported by confidentiality agreements with, for example, staff, contractors and clients)
Contract law: (pivotal to PR), defines the relationship between parties, essential ingredients being an offer; acceptance of the offer to the offerer; consideration (should start early and ensure completeness, clarity and measurability)
Public relations should not borrow ideas too broadly from their client’s competitors (tort of passing off- sections 52 & 53 TPA and trade marks act 1995)
Public relation’s professionals should vet all public statements, press releases, and promotional material for possible copyright infringement
Some laws are common law (judge made) and some are created by statute (parliamentary at either state, territory or federal level), which, while seeming disparate, are all connected by public relations. Additionally the differing jurisdictions within Australia and the laws of individual countries must be considered. Public relations practitioners therefore need to have a good relationship with legal advisors, and should also consider the “legal environment and the commercial and professional risks that may arise (Johnstone & Zawawi, 2004, p. 76
Johnstone & Zawawi (2004) cite the McDonalds Corporation vs. Greenpeace where McDonalds, despite winning, did not ‘win’ in regard to positive public relations meaning Johnstone & Zawawi (2004) warn, “good reputations and positive images” need to be factored into the cost of any legal actions. They also suggest that public relations practitioners ask themselves three questions:
What are my legal rights/responsibilities?
How do they translate into everyday work practices?
What will be the public relations implications of any dispute?
The readings made me think more about public relations theory/practice in that while the previous readings made me aware that the role of public relations practitioners are varied and therefore require a diverse range of skills, this had nonetheless inspired me. However the legal ‘minefield’ described by Johnstone & Zawawi (2004) I found to be quite daunting and made me reconsider whether this was the occupation for me. The growth of new technology has further complicated the legal ramifications for PR practitioners (for example the Gutnick case) in a global context and I can only foresee this becoming more complicated, especially as we seem to be becoming increasingly litigious as a society.
However Chapter 6 did make me more optimistic and hopeful because, as Johnstone & Zawawi (2004, chapter 5) suggest, “The role of public relations in today’s society is to build bridges and alliances with different publics to create a conducive environment in which businesses, government, voluntary agencies, hospitals and other institutions can operate”; achieved through effective relationships with different publics.
Accordingly the public relations role has ethical implications acting as counsellor (where, as the moral keeper of an organisations communications and actions, they perform a boundary-spanning role between corporate citizenship and social responsibility); advocate (publicly representing an individual, organisation or idea, the major objective being persuasiveness); corporate monitor and corporate conscience.
The ethical challenges for PR practitioners can occur between themselves and their peers or superiors in the workplace (Interpersonal); between the practitioner and the organisations internal policies and protocols (Organisational); and between an organisation and its publics (stakeholder). In Australia an ethical framework is provided by PRIA’s 15 point professional association code and the MEAA’s Australian Journalists Assoc. code of ethics (relevant to PR in their role as journalists). However membership of both of these organisations is voluntary meaning that the codes are only enforceable on members. Ethics are ultimately up to the individual, mainstream management and all decision makers. Public relations, when practices properly, becomes the leader rather than the follower in ethical practice.
Week 6 PR blog notes taken from Johnstone & Zawawi (chapters 4-5, 2004)
Communication
Advisory/counselling
Business management
I think the key points to remember from this week are that in all areas of public relations practitioners need to be both
Informed
And reflexive (assessing all risks)
(Which not only requires foundation knowledge of the law but PR practitioners should also use the services of a legal practitioner- one who respects the professionalism of the PR practitioner and therefore is able to “ensure the best outcomes from both the legal and public relations perspectives” (Johnstone & Zawawi, 2004, pg. 99).
And, in regard to the ethics chapter, ‘best practice’ public relations serves the public interest by developing mutual understanding between an organisation and its publics and in so doing contributes to informed debate about societal issues. The flow-on effect being that complex and pluralistic societies, are better able to reach decisions and function more effectively when public and private policies are in accord.
Legal frameworks for public relations practitioners:
Tort of negligence: specifies professional duty of care to clients and general public
Tort of defamation: outlaws unjustified publications which may harm a persons reputation- defences are truth (must have admissible evidence); fair comment; and privilege (protection from liability e.g. parliament and when publishers have moral, social, or legal obligation to publish)
Contempt law- body of law protecting the administration of justice
Contract law
Statutory regulations regarding product liability, market controls, consumer protection (will affect many public relations decisions)
Section 52 Trade Practices Act- an objective test determines whether conduct is misleading or deceptive, likely to mislead or deceive
Sub-judice laws- restrict what can be published about matters pending (may prejudice the outcome)
Contempt of court- balance between the need for people to scrutinise the courts and the courts need to be free to judge matters before it
Intellectual property protection (see Johnstone & Zawawi, 2004, pp. 90-91, Table 4:1)
Personal (no comprehensive system)
Real property (land and things affixed to land)
Intellectual property (also protected by laws of trespass and nuisance)
Trademarks (Trademarks Act 1995)
Designs (how ideas are expressed, creative and inventive endeavours): Copyright Act 1968, Circuits Layout Act 1989, & Copyright Amendment Digital Agenda which means permission of the copyright owner is needed to put material online-press releases attract copyright as they are not an original expression of news (Electronic Transaction Act 1999- aims to ensure the law is the same for paper based and electronic commerce)
Patents (Patents Act 1990)
Law of Trade Secrets- both intellectual property and a strategy for protecting intellectual property (should be supported by confidentiality agreements with, for example, staff, contractors and clients)
Contract law: (pivotal to PR), defines the relationship between parties, essential ingredients being an offer; acceptance of the offer to the offerer; consideration (should start early and ensure completeness, clarity and measurability)
Public relations should not borrow ideas too broadly from their client’s competitors (tort of passing off- sections 52 & 53 TPA and trade marks act 1995)
Public relation’s professionals should vet all public statements, press releases, and promotional material for possible copyright infringement
Some laws are common law (judge made) and some are created by statute (parliamentary at either state, territory or federal level), which, while seeming disparate, are all connected by public relations. Additionally the differing jurisdictions within Australia and the laws of individual countries must be considered. Public relations practitioners therefore need to have a good relationship with legal advisors, and should also consider the “legal environment and the commercial and professional risks that may arise (Johnstone & Zawawi, 2004, p. 76
Johnstone & Zawawi (2004) cite the McDonalds Corporation vs. Greenpeace where McDonalds, despite winning, did not ‘win’ in regard to positive public relations meaning Johnstone & Zawawi (2004) warn, “good reputations and positive images” need to be factored into the cost of any legal actions. They also suggest that public relations practitioners ask themselves three questions:
What are my legal rights/responsibilities?
How do they translate into everyday work practices?
What will be the public relations implications of any dispute?
The readings made me think more about public relations theory/practice in that while the previous readings made me aware that the role of public relations practitioners are varied and therefore require a diverse range of skills, this had nonetheless inspired me. However the legal ‘minefield’ described by Johnstone & Zawawi (2004) I found to be quite daunting and made me reconsider whether this was the occupation for me. The growth of new technology has further complicated the legal ramifications for PR practitioners (for example the Gutnick case) in a global context and I can only foresee this becoming more complicated, especially as we seem to be becoming increasingly litigious as a society.
However Chapter 6 did make me more optimistic and hopeful because, as Johnstone & Zawawi (2004, chapter 5) suggest, “The role of public relations in today’s society is to build bridges and alliances with different publics to create a conducive environment in which businesses, government, voluntary agencies, hospitals and other institutions can operate”; achieved through effective relationships with different publics.
Accordingly the public relations role has ethical implications acting as counsellor (where, as the moral keeper of an organisations communications and actions, they perform a boundary-spanning role between corporate citizenship and social responsibility); advocate (publicly representing an individual, organisation or idea, the major objective being persuasiveness); corporate monitor and corporate conscience.
The ethical challenges for PR practitioners can occur between themselves and their peers or superiors in the workplace (Interpersonal); between the practitioner and the organisations internal policies and protocols (Organisational); and between an organisation and its publics (stakeholder). In Australia an ethical framework is provided by PRIA’s 15 point professional association code and the MEAA’s Australian Journalists Assoc. code of ethics (relevant to PR in their role as journalists). However membership of both of these organisations is voluntary meaning that the codes are only enforceable on members. Ethics are ultimately up to the individual, mainstream management and all decision makers. Public relations, when practices properly, becomes the leader rather than the follower in ethical practice.
Week 6 PR blog notes taken from Johnstone & Zawawi (chapters 4-5, 2004)
Sunday, 12 August 2007
Week 5 PR blog
Albert and Zawawi (2007) define organisational strategy as being “a series of planned activities designed and integrated to achieve a stated organisational goal” (p. 170) but warn that this does not mean that PR strategies are a series of campaign steps or tactics. Rather “it is the underlying rationale that guides the selection of these processes” (p. 171). Strategic PR campaigns are proactive (i.e. not driven by the demands of others) and require careful planning to maintain direction and focus.
However in order for PR practitioners to be effective requires that they be part of senior management so that they have direct input into the communication strategy of the organization (or at the least have ready access to the CEO). This means that when devising organisational strategies, the PR role of communicating effectively to all publics (employees, government, pressure groups and local communities) will not be overlooked.
Similarly to Johnstone and Zawawi Tymson & Lazar (2006) suggest that one of the definitions of public relations is creating an environment in which an organisation can operate effectively; meaning that the PR role requires practitioners to be both insightful and proactive as, by actively seeking information, researching and keeping abreast of social trends and community issues, they are able to give essential feedback to the CEO and the senior management team. The organisation can then use this information to respond effectively to its various publics and accordingly devise appropriate strategies. All decisions and actions taken by any organisation have ‘causes and effects’; once a strategy or direction is determined, the PR person should not only provide indications of predicted outcomes but, as part of the PR cycle, analyse attitudes to the organisation, anticipate potential problems and needs, plan to improve attitudes, carry out planned activities, gain feedback, and evaluate and adjust programs. This role may also include the PR practitioner being active in policy direction given that, as professional communicators, they should in a position to understand and advise how best to achieve effective 2-way communication between the organisation and its publics.
All projects big or small require the same basic steps:
Set objectives
Plan and budget
Implement programme
Evaluate
I think the key points to remember from the week’s readings are that PR practitioners need to develop management skills in order to be active in and understand the management processes of an organisation. The readings made me think more about public relations theory/practice in that by learning how organisations function at a managerial level, PR personnel can gain a better indication of the organisations overall strategies and play a vital role in shaping such strategies. Once a strategy is developed, the PR practitioner can research and provide date in regard to budgeting and tactics, and then monitor and evaluate these against the relevant PR goals and objectives.
This weeks blog taken from: Johnstone & Zawawi (2004), Chapter 7, ‘strategy, planning and scheduling’ and Tymson & Lazar, 2006, Chapter 4 in The new Australian and New Zealand public relations manual", 5th ed., pp. 74-116
However in order for PR practitioners to be effective requires that they be part of senior management so that they have direct input into the communication strategy of the organization (or at the least have ready access to the CEO). This means that when devising organisational strategies, the PR role of communicating effectively to all publics (employees, government, pressure groups and local communities) will not be overlooked.
Similarly to Johnstone and Zawawi Tymson & Lazar (2006) suggest that one of the definitions of public relations is creating an environment in which an organisation can operate effectively; meaning that the PR role requires practitioners to be both insightful and proactive as, by actively seeking information, researching and keeping abreast of social trends and community issues, they are able to give essential feedback to the CEO and the senior management team. The organisation can then use this information to respond effectively to its various publics and accordingly devise appropriate strategies. All decisions and actions taken by any organisation have ‘causes and effects’; once a strategy or direction is determined, the PR person should not only provide indications of predicted outcomes but, as part of the PR cycle, analyse attitudes to the organisation, anticipate potential problems and needs, plan to improve attitudes, carry out planned activities, gain feedback, and evaluate and adjust programs. This role may also include the PR practitioner being active in policy direction given that, as professional communicators, they should in a position to understand and advise how best to achieve effective 2-way communication between the organisation and its publics.
All projects big or small require the same basic steps:
Set objectives
Plan and budget
Implement programme
Evaluate
I think the key points to remember from the week’s readings are that PR practitioners need to develop management skills in order to be active in and understand the management processes of an organisation. The readings made me think more about public relations theory/practice in that by learning how organisations function at a managerial level, PR personnel can gain a better indication of the organisations overall strategies and play a vital role in shaping such strategies. Once a strategy is developed, the PR practitioner can research and provide date in regard to budgeting and tactics, and then monitor and evaluate these against the relevant PR goals and objectives.
This weeks blog taken from: Johnstone & Zawawi (2004), Chapter 7, ‘strategy, planning and scheduling’ and Tymson & Lazar, 2006, Chapter 4 in The new Australian and New Zealand public relations manual", 5th ed., pp. 74-116
Sunday, 5 August 2007
Week 4 PR Blog
This weeks PR readings were James, M (2006) Career Faqs: Public Relations; Tymson & Lazar (2006) The New Australian and New Zealand Public Relations Manual. Both of these readings provided insights into the diverse day to day practices of Public Relations professionals; Tymson and Lazer outlining the differing hierarchies within organisations (government and corporate)and how the role of PR is shaped by its placement in each; James similarly outlines the differing responsibilities of PR practitioners but differing in approach by giving specific case studies of people working in the industry.
I think the key points to remember from this week's readings were that the role of communication, both internal and external, is a vital part of any organisation. Where PR is positioned within the organisation affects however, how its role is percieved. PR is often now considered a management role where the PR practitioner is accountable to the CEO in order to provide information about how the organisation is being recieved and percieved by its multiple publics. For this reason the ability to be a good communicator cannot be underestimated; messages to internal and external constituencies, and then providing feedback to the CEO and the senior management team permits an organisation to understand more fully where its strengths and weaknesses lie. Acknowledgemnt and support of the role of PR within the organisation means that its practitioners are more able to fulfill the expectations put on them.
This weeks readings made me think more about public relations theory/practice in that although University provides PR students with a good educational grounding and is a good starting place for those wanting a career in PR, it is actual workplace experiences that strengthen and build on that knowledge. Each PR position requires a diverse range of skills and abilities and many of these will be developed 'on the job' meaning that PR practitioners must be adaptable and open to learning new communication methods and strategies. However it is this diversity of skills and often unpredictable daily schedule that also provides PR practitioners with a stimulating and constantly evolving occupation. It also allows for individual's to decide which field of PR they believe best suits their abilities and strengths (in house executive or in a consultancy role) such is the range of possibilities.
I think the key points to remember from this week's readings were that the role of communication, both internal and external, is a vital part of any organisation. Where PR is positioned within the organisation affects however, how its role is percieved. PR is often now considered a management role where the PR practitioner is accountable to the CEO in order to provide information about how the organisation is being recieved and percieved by its multiple publics. For this reason the ability to be a good communicator cannot be underestimated; messages to internal and external constituencies, and then providing feedback to the CEO and the senior management team permits an organisation to understand more fully where its strengths and weaknesses lie. Acknowledgemnt and support of the role of PR within the organisation means that its practitioners are more able to fulfill the expectations put on them.
This weeks readings made me think more about public relations theory/practice in that although University provides PR students with a good educational grounding and is a good starting place for those wanting a career in PR, it is actual workplace experiences that strengthen and build on that knowledge. Each PR position requires a diverse range of skills and abilities and many of these will be developed 'on the job' meaning that PR practitioners must be adaptable and open to learning new communication methods and strategies. However it is this diversity of skills and often unpredictable daily schedule that also provides PR practitioners with a stimulating and constantly evolving occupation. It also allows for individual's to decide which field of PR they believe best suits their abilities and strengths (in house executive or in a consultancy role) such is the range of possibilities.
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