Embed Size (px)
Citation preview
What do they mean? How do they mean?
So far…
Week One
What is PR? Introduction to module and assignment and advicehttps://m92mc.wordpress.com/what-is-pr/
Cultural framework of PR – neoliberalism, post-industrialhttps://m92mc.wordpress.com/cultural-framework/
Week 3
of 12
Assignment
1.Essay. Using a range of examples critique the nature and practice of public relations.
Word limit 3000 words. Deadline 12.3.15
You should consider1. What PR is2. How PR is constrained by the cultural framework3. Types of PR and their similarities and differences4. Ethics5. How crises may be managed through PR
2. Create a PR campaign for a fictional firm. Groups of up to 6. Deadline 12.5.15
What do they mean? How do they mean?
Corporate PR
1.What is a corporation? 2. Internal control to gain identity
3. External methods to gain image
4. Case Studies – Shell, Disney, McDonald’s
Customer
View
Employee
View
Satisfaction
Loyalty
Revenue
Satisfaction
Retention
ImageIdentity
Corporation
Other External Stakeholders: Suppliers,
InvestorsRecruitment
What is an organisation?
“Organisations can…be defined as bounded communities, as processes and as sites of contest of meaning-making.”
(L’Etang 2008: 190)
Organisations as:
• Machine / Organism / Brain
Gareth Morgan in L’Etang 2008: 192
People in Organisations
Positional Individualist
Enclave Isolate
306DOU
Corporations are Political
‘all institutions are of necessity political…All have to perform in such a way that they will not be rejected an opposed by groups in society that can veto or block them’
Drucker (1980) ehling grung and white page 363
‘Any organization, be it multinational corporation, urban arts centre or government department, needs a clear sense of its identity and purpose, and needs to project this sense to its own staff, to the general public, and to other organizations with which it deals. Defining this sense is a task of management in which the expertise of public relations can be used, and it will be carried out by means of extensive interviews within the organization and outside it’
Morgan, J. and Welton, P (2009) See What I Mean. London: Hodder p.96-7
Corporations Need Identity
Corporations are People
“Legal theory endows corporations with a fictive personality…Does is make sense to think about organisational intentions? Do organisations think, and if so, how?”
(L’Etang 2008: 190)
http://www.youtube.com/watch?v=MKbpQ_H7ziU
https://images.search.yahoo.com/images/view;_ylt=AwrB8qA2PM9UPF0AF4CJzbkF;_ylu=X3oDMTIzNjMwZXVkBHNlYwNzcgRzbGsDaW1nBG9pZAMzYWJmOTRjYWU1YzFiOTE0YmQ0OTk3YzkyNjliM2M2NwRncG9zAzIyBGl0A2Jpbmc-?.origin=&back=https%3A%2F%2Fimages.search.yahoo.com%2Fsearch%2Fimages%3Fp%3Dharris%2Binteractive%2B2008%2BCorporate%2Bresponsibility%26n%3D60%26ei%3DUTF-8%26y%3DSearch%26fr%3Daaplw%26fr2%3Dsb-top-images.search.yahoo.com%26tab%3Dorganic%26ri%3D22&w=527&h=330&imgurl=www.dpkpr.com%2Ffiles%2F150&rurl=http%3A%2F%2Fwww.dpkpr.com%2Farticles%2Fdpkpedia-definition-of-reputation-management%2F&size=41.6KB&name=DPKpedia%3A+Definition+of+Reputation+Management&p=harris+interactive+2008+Corporate+responsibility&oid=3abf94cae5c1b914bd4997c9269b3c67&fr2=sb-top-images.search.yahoo.com&fr=aaplw&tt=DPKpedia%3A+Definition+of+Reputation+Management&b=0&ni=72&no=22&ts=&tab=organic&sigr=12bg0696e&sigb=15ljtjaf6&sigi=10n5ke5m0&sigt=11dc38led&sign=11dc38led&.crumb=XrA.JG8vcCZ&fr=aaplw&fr2=sb-top-images.search.yahoo.com
http://www.statisticbrain.com/startup-failure-by-industry/
http://www.cbsnews.com/news/why-did-tesco-fail-in-the-us/
What is a corporation?
Definition…
Political body struggling for power and influence; struggles articulated and performed through discourse. A collectivity of people with (mostly) shared missions or interests
24
Michael Wood on England
Identity is not something genetic, safe and secure. It is shaped by history and culture: it is about group feeling…It is always in the making and never made.
Stuart Hall – a struggle, in process
1. The Strategic School:Articulation of corporate mission and philosophy
2. The Strategic-Visual School:Effecting strategic changethrough visual means
STRATEGICFOCUS
FOCUS: THEORGANIZATION’SINTERNAL ANDEXTERNALSTAKEHOLDERS
CULTURALFOCUS
3. The Behavioral School:Nurturing a distinct organizational cultural mix
7. The Design-as-Fashion School:Keeping visual elementsfashionable
4. The Visual-Behavioral School:Communicating visually the organization’s distinct culture
COMMUNICATIONSFOCUS
FASHIONABILITYFOCUS
5. The Corporate-CommunicationsSchool:Communicating the organization’smission and philosophy through formal corporate communications policies
6. The Visual-CommunicationsSchool:Communicating the organization’smission and philosophy visually
Integrative Diagram of the Hierarchy of Schools of Thought in Strategic Corporate-Identity ManagementAdapted from Balmer (1995) [54] (Based on an analysis of the literature)
Feedback
Identity: Schools of Thought
26
A new model of the corporate identity - corporate communications process
CORPORATE
IDENTITY
SecondaryCommunication
STAKEHOLDERS
TertiaryCommunica
tion
STAKEHOLDERS
through
Feedback
CORPORATE IMAGEAND
CORPORATE REPUTATION
Creates
Creates
PrimaryCommunication
COMPETITIVEADVANTAGE
Can leadto
Exogenous Factors
Feedback
POLITICAL, ECONOMIC, ETHICAL, SOCIAL & TECHNICAL, ENVIRONMENTAL FORCES
Corporate Identity(i) Values & Purposes(ii) Corporate Strategy(iii) Organisational Culture(iv) Organisational Structure
Environmental ForcesThe five environmentalcategories have an impact onall parts of the processarticulated above
Primary Communication(i) Products & Services(ii) Market behavior(iii) behavior towards Employees(iv) Employee behavior to Other Stakeholders(v) Non-Market behaviorSecondary Communication(i) Formal, Corporate & Communications (Advertising, PR, Graphic Design, Sales Promotions, etc).(ii) Visual Identification Systems
Tertiary Communications(i) Word-of-mouth(ii) Media Interpretation and spin(iii) Competitors - Communication and ‘spin’
Stakeholders(i) Individuals (increasingly are seen to belong to multiple stakeholder groups both within and outwith the organisation. Traditionally, stakeholders are categories as belonging to one stakeholder group)(ii) Customers(iii) Distributors and retailers(iv) Suppliers(v) Joint-venture partners(vi) Financial Institutions and analysis (vii) Shareholders(viii) Government & Regulatory Agencies(ix) Social Action Organisations(x) General Public(xi) Employees
Corporate Image(i) The immediate mental picture that individuals or individual stakeholder groups have of an organisation
Corporate Reputation(i) Evolves over time as a result of consistent performance reinforced by the three types of communication shown above
Competitive Advantage(i) The reputation of the company in the eyes of individuals and stakeholder groups will influence their willingness to either provide or withhold support for the company
Exogenous FactorsPerceptions of the organisation andtherefore the strength of competitiveadvantage can be influenced by a number of factors including:(i) Country of Origin, Image and Reputation(ii) Industry Image and Reputation(iii) Image & Regulations of Alliances and Partnerships etc.
Balmer & Gray (1999)
1. Coercive Management
http://youtu.be/wVQPY4LlbJ4
2. Referent Management
3. Expert Management
4. Legitimate Management
5. Reward Management
http://youtu.be/6f6qRwp8YwE?list=RDR2hVMfFDWE8
SurveillancePanopticon
Internal Control
• Winslow Taylor
• Hawthorne Effect
Surveillance
Targets
• Game theory
http://plato.stanford.edu/entries/game-theory/
Freedom---------control
“we relinquish many of our rights of free speech when we take up employment. The organisations which employ us are, with few exceptions, not worker-democracies but autocracies or oligarchies run by people who are usually accountable to others […] Employees are obliged to receive the ideas and information communicated by their employers, and at the same time they forfeit the right to speak out. Bringing one employer into disrepute is a commonly accepted basis for dismissal, while breaching confidences and speaking to the media without permission often constitute disciplinary offences.”
Morris and Goldsworthy 2012: 116
‘An individual needs to accept constraints on his/her behaviour by the mere fact of belonging to a group. For a group to continue to exist at all there will be some collective pressure to signal loyalty. Obviously it varies in strength. At one end of the scale you are a member of a religious group though you only turn up on Sundays, or perhaps annually. At the other end there are groups such as convents and monasteries which demand full-time, life-time, commitment.’
Mary Douglas http://projects.chass.utoronto.ca/semiotics/cyber/douglas1.pdf
Belonging
Anthropology – Margaret Mead, Malinowski – tribal belonging. Them and Us. Taboo
Durkheim: ‘classification underwrites all attempts to co-ordinate activities. Anything that challenges the habitual classification is rejected.’ Douglas http://projects.chass.utoronto.ca/semiotics/cyber/douglas1.pdf
Corporate Culture
• a set of values, beliefs, and behaviour patterns (Deal and Kennedy, 1982; Jones, 1983; Kotter and Heskett, 1992;
Pheysey, 1993; Deshpande and Farley, 1999)
• Cognitive map that influences the way in which the context is defined, for it provides the selection mechanisms or norms and values which people enact events . A pattern of beliefs, symbols, rituals, myths, and practices that have evolved over time.
(Pheysey, 1993).
• Corporate culture is also the dominant values espoused by an organisation or a set of values and assumptions that underlie the statement: “this is how we do things around here”
(Deal and Kennedy, 1982; Quinn, 1988).
Physical Structures
Rituals/ Ceremonies
Stories
Language
Beliefs
Values
Assumptions(McShane and von Glinow 2008)
Artifacts oforganisationalCulture
OrganisationalCulture
Elements of Organisational Culture
Visible Manifestations
• Symbols
• Stories
• Heroes
• Slogans
• Ceremonies
44
Daft and Lane 2009
Physical Structures
Rituals/ Ceremonies
Stories
Language
Beliefs
Values
Assumptions(McShane and von Glinow 2008)
Artifacts oforganisationalCulture
OrganisationalCulture
Elements of Organisational Culture
‘reputation management begins from the inside, not in the corporate communication department. However it is usually that department that is responsible for building relationships with stakeholders and being in regular dialogue with them. They are the bearers of the corporate narrative, but more importantly they are the organizational antennae, ever in dialogue and listening and ever alert to danger signs. And it is in building relationships of trust that the organization builds a level of protection for itself when things go wrong. They are more likely to be believed, they will have others speaking in their defence and they will have a history of integrity behind them.’
Griffin, Andrew. PR in Practice : Crisis, Issues and Reputation Management : A Handbook for PR and Communications Professionals. London: Kogan Page Ltd., 2014
What would you do?
Brand equity
‘brand equity is the positive differential effect that knowing the brand name has on customer response to the product or service.’
http://uwmktg301.blogspot.co.uk/2010/03/brand-equity.html
‘Unless the organization is completely new, two pictures will emerge: the way it is actually seen, and the way it would like to be seen. The next task is to change the former image so that it more closely resembles the latter’
Morgan, J. and Welton, P (2009) See What I Mean. London: Hodder p.97
Who are you?Who are they?
Branding Coventry University
Parity marketing
A brand is a way of giving a company a soul
Larry Light in Price 1990
Control of the image
One body
One soul
One memory
One morality
http://managementstudyguide.com/brand-image.htm
https://corporaterep.wordpress.com/2010/09/09/the-identity-mix/
Sponsorshiphttps://corporaterep.wordpress.com/2010/09/09/the-identity-mix/
Corporate Social Responsibilityhttps://corporaterep.wordpress.com/2010/09/09/the-identity-mix/
Workplacehttp://jobs.siliconindia.com/career-news/Worlds-Most-Admired-Employers-nid-162589.html
Disneyization
Control of workforce
Control of consumers
http://www.youtube.com/watch?v=QFHrWjqFdTE
We're sorry. Each infant must be accompanied by an adult.
Control of environment
Resistance
Control
Scripted behaviours
Weekly ‘conversation’ at Café Nerro every week
M - me C - Café Nerro woman
C can I get you anything to drink?
M a large latte please
C staying in or taking out?
M staying in
C any cakes or pastries?
M a blueberry muffin/apricot croissant
C that will be £4.60. Have you got a loyalty card?
M no
C would you like one?
M no
C sugar is on the table there
M thankyou
Falling Down
