WEEK FIVE READINGS
The key messages in this weeks reading were strategy, planning and scheduling in public relations campaigns. Strategy was explained as,
“The organisational strategy integrates organizations major goals, policies and action sequences into a cohesive whole” (Johnston & Zawawi, 2004,176)
From the readings a checklist can be established to include in a public relations program plan. These are:
- executive summary
- vision and mission statements
- background and situational analysis
- strategy
- publics
- main messages
- tactics and communications methods
- implementation and scheduling
- monitoring and evaluation
- budget
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In public relations campaigns professionals must ensure effective communication with all stakeholders as every decision has an outcome. I think an important point to note about the setting of objectives is to ensure they implement two or more of the following measures: time, cost, qualitative, quality. The budget section of the program plan I feel will be the most challenging as estimating cost is difficult and prices are always changing. The reading suggests as professionals gain more experiences they will become more knowledgeable on how much things cost
Grunigs model of communications excellence reinforced what equates to good communication in a practical situation. I feel it can be applied successfully whilst working on a public relations program.
The readings made me think more about public relations in practice in relation to the relationship between Public relations practioners and the CEO of the organization that they work for.
“ you will only be as good a PR practitioner as you CEO lets you be”( Johnston & Zawawi, 2004, 171) I found this quote interesting as it reinforced to me the need to articulate the PR strategy to the CEO so the organization is aware of the aims of the public relations department. It made me aware that no matter how hard you work, unless you form positive relationships and use effective communication it is extremely hard to succeed at your job.
NOTE: for this weeks critque i read Eryn Sullivans blog
Chapter 7 of Public relations: theory and practice / edited by Jane Johnston and Clara Zawawi. Crows Nest, N.S.W. Allen & Unwin, 2004. 2nd ed
Chapter 4 - A Typical Public Relations Program. In C. Tymson, P. Lazar, P and R. Lazar, (Eds.)The new Australian and New Zealand public relations manual (5th ed.) (pp. 74-117) Manly: Tymson Communications . 2006
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2 comments:
I think the emphasis you placed on the importance of setting objectives is validated and I completely agree. Clear objectives need to be considered before diving into a plan. Careful thought about what exactly it is the campaign should achieve is paramount in succeeding in PR practice. I also think that once objectives have been established it is important to evaluate the methods being used upon implementation to thus ensure objectives are achieved.
The connection you made to Grunig's models was interesting as I had not considered the readings in this light. Your point allowed me to apply new insight to the readings as i considered the plan and its framework in relation to each model. It really helped to understand the importance of planning and strategy in a campaign.
I agree with your point regarding the need for PR practioners to form a close working relationship to their organisation's CEO in that to be able to set sound communications objectives that run parallel to the overall goals set by the organisation, a close working relationship between the pr department and high level management should be maintained.
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