公共关系英文版 4.pptVIP

Copyright ? Allyn and Bacon 2006 Chapter Four: Today’s Practice – Departments Firms Overview Public relations departments Line and staff functions Public relations firms Public Relations Departments Importance of PR to today’s organizations PR pros seen as strategic communication managers PR offers 184% ROI CEOs want communication that is strategic, research-based, and two-way Organizational structure Large vs. small firms Management perceptions C-suite attitudes/reporting issues Sources of influence for PR Department Names PR vs. corporate communications or communications Other names Corporate relations, investor relations, public affairs, etc. Organization of Departments Leader titles Reporting hierarchy Size of departments Line and Staff Functions Line manager Delegates, sets goals, hires, influences others’ work Staff function Little direct authority Indirectly influence others’ work through suggestions, recommendations, advice PR is a staff function Public Relations Influence within the Organization Access to management PR influence is linked to access to top management Recommendations to management help in formulating policy Levels of public relations influence Advisory: Management has no obligation to request or act on recommendations Purely advisory practitioners are often ineffective Compulsory-advisory: Management is required to listen to public relations’ perspective before acting Concurring authority: PR and others must agree on an action This has benefits and detriments for PR Command authority: PR can require a particular action Sources of Frictionwithin Organizations Legal Department Differences on public statements Human Resources Department Differences regarding employee communications Advertising Department Competing for resources Philosophical differences Marketing Department Focuses on one public: current or prospective customers Public Relations Firms Trend toward outsourcing needs to PR firms Firms can complement in-house expertis