公共关系英文版 4

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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Copyright Allyn & Bacon 2008,Chapter Four:,Todays Practice Departments & Firms,This multimedia product and its contents are protected under copyright law:,any public performance or display, including transmission of any image over network;,preparation of any derivative work including the extraction, in whole or in part, of any images;,any rental, lease, or lending of the program.,Overview,Public relations departments,Line and staff functions,Public relations firms,Public Relations Departments,Importance of PR to todays 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 expertise.,Firms offer diverse services.,Firms have regional, national, and global reach.,Many firms are owned by communication conglomerates and thereby can offer integrated services (i.e., PR and advertising expertise) through affiliates.,Firm Structure,Depends on size of firm,Small firm may only have owner and one or two associates,Large firms have an extended hierarchy,President,Executive VP,Senior VP,VP,Account supervisor,Account executive,Assistant account executive,Deciding About Using a Firm,Pros of using a firm,Objectivity,Expertise,Resources,Reach,Problem-solving skills,Credibility,Cons of using a firm,Superficial knowledge,Part-time commitment,Need for long briefing,Internal resentment,Need for direction,Need for information and confidence,Potentially expensive,Fee Structures of Firms,Hourly plus Out-of-Pocket,Most widely used among large firms,Retainer,Fixed by Project,Pay for Placement,Seldom used,
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