Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
321 Cards in this Set
- Front
- Back
- 3rd side (hint)
|
Advertising
|
Information placed in the media by an identified sponsor that pays for time or space. It is a controlled method of placing messages.
|
Week 1
|
|
|
Branding
|
The process of creating and/or disseminating the company/product name. This can be applied to the entire corporate identity as well as to individual product and service names.
|
Week 1
|
|
|
Counseling
|
Advising management concerning policies, relations and communications.
|
Week 1
|
|
|
Employee Relations
|
Activities designed to build sound relationships between an organization and its employees, and a critical element in fostering positive attitudes and behavior of employees as ambassadors for the organization.
|
Week 1
|
|
|
Government Relations
|
An aspect of relationship-building between an organization and government at local, state, and/or national levels, especially involving flow of information to/from legislative and regulatory bodies in an effort to influence public policy decisions compatible with the organization’s interests. Dealing and communicating with legislatures and government agencies on behalf of an organization.
|
Week 1
|
|
|
Brand
|
A product, service or concept that is publicly distinguished from other products, services or concepts so that it can be easily communicated and, usually, marketed. A brand name is the name of the distinctive product, service or concept.
|
Week 1
|
|
|
Community Relations
|
An area of PR with responsibilities for building relationships with constituent publics such as schools, charities, clubs and activist interests of the neighborhoods or metropolitan area(s) where an organization operates. Dealing and communicating with the citizens and groups within an organization’s operating area.
|
Week 1
|
|
|
Crisis Communications
|
Protects and defends an individual, company or organization facing a public challenge to its reputation. These challenges can involve legal, ethical or financial standing.
|
Week 1
|
|
|
Financial Relations
|
An aspect of PR responsible for building relationships with the investor public, including shareholders/stockholders; potential investors; financial analysts; the financial markets such as the stock exchanges and commodities exchanges; and the Securities and Exchange Commission. Dealing and communicating with the shareholders of an organization and the investment community. Also known as investor relations or shareholder relations.
|
Week 1
|
|
|
Grassroots Organizing
|
An activist practice for creating social change among average people. Grassroots organizing is based on the power of the people to take collective action on their own behalf. This PR technique is often used to sway public opinion and move legislators to action. Grasstops uses the same strategy, but with community influencers.
|
Week 1
|
|
|
Issues Management
|
The proactive process of anticipating, identifying, evaluating and responding to public policy issues that affect an organization’s relationships with their publics. 2 points that capture essence of this: early identification of issues with potential impact on organization and strategic response designed to mitigate or capitalize on their consequences.
|
Week 1
|
|
|
Marketing
|
The management function that identifies human needs and wants, offers products and services to satisfy those demands, and causes transactions that deliver products and services in exchange for something of value to the provider. Targets customers.
|
Week 1
|
|
|
Media Relations
|
Mutually beneficial associations between publicists or PR professionals and members of media organizations as a condition for reaching audiences with messages of news or features of interest. Maintaining up-to-date lists of media people and a knowledge of media audience interests are critical to the function. Dealing with communication media in seeking publicity or responding to their interest in the organization.
|
Week 1
|
|
|
Press Agentry
|
Creating newsworthy stories and events to attract media attention and gain public notice. Press agents attempt to attract public notice more than to build public understanding, and the notice does not need to be positive.
|
Week 1
|
|
|
Promotion
|
Activities designed to win publicity or attention, especially the staging of special events to generate media coverage. Special activities designed to create and stimulate interest in a person, product, organization or cause.
|
Week 1
|
|
|
Lobbying
|
The specialized area of PR that builds and maintains relations with a government or its officials for the primary purpose of influencing legislation and regulation.
|
Week 1
|
|
|
Marketing Communications
|
A combination of activities designed to sell a product, service or idea, including advertising, collateral materials, interactive communications, publicity, promotion, direct mail, trade shows and special events.
|
Week 1
|
|
|
Multicultural Relations/
|
Relating with people in various cultural groups.
|
Week 1
|
|
|
Proactive Public Relations
|
Taking the initiative to develop and apply PR plans to achieve measurable results toward set goals and objectives.
|
Week 1
|
|
|
Propaganda
|
Persuasion based on appeals rather than on the merits of a case. Often gives only one side of an argument, making it deceitful and not in the public interest.
|
Week 1
|
|
|
7 Types Of Propaganda Devices
|
1. Glittering generalities (broad statements)
2. Name calling (emotions) 3. Transfer (guilt by association) 4. Bandwagon (everybody’s doing it) 5. Plain folks (anti-elitism) 6. Testimonials (if irrelevant) 7. Card stacking (one-sided) |
Week 1
|
|
|
Public Information
|
Representation of a point of view in collected forms such as facts, news, messages, pictures or data; the process of disseminating such information to publics usually through the mass media; a designation describing persons charged with the task of such dissemination usually on behalf of government agencies, nonprofit organizations, colleges or universities.
|
Week 1
|
|
|
Reactive Public Relations
|
Response to crises and putting out fires defensively rather than initiating programs. There are varying degrees of this with some situations requiring implementation of an organization’s crisis plan.
|
Week 1
|
|
|
Public Relations
|
The management function that establishes and maintains mutually beneficial relationships and two-way lines of communication between an organization and the publics on whom its success or failure depends.
|
Week 1
|
|
|
8 PR Activities/Specialties
|
1. Publicity
2. Advertising 3. Press Agentry 4. Public Affairs 5. Issues Management 6. Lobbying 7. Investor Relations 8. Development |
Week 1
|
|
|
Public Affairs
|
A specialized area of PR that builds and maintains governmental and local community relations in order to influence public policy. PR practice that addresses public policy and the publics who influence such policy. Called this because government not allowed to use publicity.
|
Week 1
|
|
|
Publicity
|
Information from an outside source that is used by the media because it has news value. It is an uncontrolled method of placing messages because the source does not pay the media for placement. By staging and managing newsworthy events, sources attempt to attract media coverage and gain some control over what is reported.
|
Week 1
|
|
|
Special Events
|
Stimulating an interest in a person, product or organization by means of a focused “happening.” Activities designed to interact with publics and listen to them.
|
Week 1
|
|
|
Development
|
Specialized part of PR in private nonprofit organizations with donors and members for the purposes of securing financial and volunteer support. Rely heavily on annual campaigns and special events to call attention to needs and solicit public support an contributions.
|
Week 1
|
|
|
Why is PR a staff function
|
It advises and supports line managers who run the organization. Not directly responsible for production or profit. Advises, but does not actively make decisions. Part of overhead.
|
Week 1
|
|
|
Line Management Function
|
In an organizational structure, this function is often limited to product- and profit-producing functions that increase the bottom line such as: engineering, production and marketing. Senior PR positions should fall within this function area to help set the course and direction of products and services, programs and initiatives.
|
Week 1
|
|
|
Porter’s Five Forces
|
This decision-making tool helps to assess where power and weaknesses lie and assumes that there are five important forces that affect competition: supplier power, buyer power, competitive rivalry, threat of substitution and threat of new entry.
|
Week 1
|
|
|
Managing Diversity
|
Achieved when a business recognizes the strengths and specific needs/preferences of its diverse publics and employees and chooses strategies based on these strengths and perspectives.
|
Week 1
|
|
|
Staff Management Function
|
This function provides advice and counsel to those in line management positions.
|
Week 1
|
|
|
Two Types of Copyright Law
|
1. Common law copyright
2. Statutory copyright |
Week 2
|
|
|
Statutory Copyright
|
The legal word or act by which the author makes the work available to the world while retaining control of the creative expression. To obtain this, an author must provide two copies to the Library of Congress and display the copyright symbol on the material.
|
Week 2
|
|
|
Libel
|
Written or pictorial defamation.
|
Week 2
|
|
|
4 Qualifications for Defamation
|
1. Communicated to public
2. Statement must be untrue (malice for public figure/negligence for private individual) 3. Identifies victim 4. Damage must be proven |
Week 2
|
|
|
Standard applied by The New York Times vs. Sullivan
|
Since a public figure puts him or herself out before the public, actual malice must be proven by a public figure.
|
Week 2
|
|
|
Common Law Copyright
|
An author who creates a tangible expression of his or her ideas immediately acquires this of the work. This right continues until the author dedicates work to the public by a general publication, or surrenders common law right to obtain specific statutory copyright protection.
|
Week 2
|
|
|
Defamation
|
Untruth that damages a reputation.
|
Week 2
|
|
|
Slander
|
Spoken or verbal defamation (need not be spoken in a public setting).
|
Week 2
|
|
|
Five Things a Libel Plaintiff Must Prove
|
1. Defamation
2. Publication 3. Identification 4. Retraction 5. Fault |
Week 2
|
|
|
Fair Comment
|
Recognized defense against a libel action, based on the argument that the statement was either true or privileged (taken from a public document).
|
Week 2
|
|
|
Five Defenses for Libel
|
1. Summary judgment
2. Statute of limitations 3. Truth 4. Privilege/fair comment 5. Opinion defenses |
Week 2
|
|
|
Fair Use
|
Law allowing use or parts of copyrighted materials without violating copyright laws and without paying a royalty or fee when used for: criticism, comment, news reporting, teaching, scholarship or research.
|
Week 2
|
|
|
Right of Privacy
|
Law ensuring an individual’s right to be left alone and can be violated if name, likeness, and/or information is used for commercial purposes. Securing permission from individual protects PR professional.
|
Week 2
|
|
|
Intrusion
|
Invading a person’s solitude, such as taping, without permission.
|
Week 2
|
|
|
False Light
|
Putting a person in a false position before the public, misleading the public to make a person appear other than he or she is misrepresentation). Reputation need not be harmed.
|
Week 2
|
|
|
Digital Millennium Copyright Act (DMCA)
|
U.S. digital rights management law created to update copyright laws to deal with the special challenges of regulating digital material. Broadly, the aim is to protect the rights of both copyright owners and consumers.
|
Week 2
|
|
|
Intellectual Property
|
Legal term describing rights or entitlements that apply to the ownership and use of certain types of information, ideas or other concepts in an expressed form.
|
Week 2
|
|
|
Appropriation
|
Taking of some element of a person’s name or likeness for advertising or trade purposes without consent, such as using a celebrity’s photo without permission and signed release.
|
Week 2
|
|
|
Public Disclosure of Embarrassing Private Facts
|
Truth is not necessarily a defense here (medical info, sex-crime victim identity, name of juvenile offender, embarrassing poses). Reputation need not be harmed.
|
Week 2
|
|
|
Slavish Copying
|
Extensive word-for-word copying. One can use the idea, but not the creative expression of the idea.
|
Week 2
|
|
|
Equal Time Rule
|
Requires broadcasters to carry advertisements from political candidates without censorship, even when some might consider the content offensive. Supreme Court ruled under Section 15 that stations can’t censor or limit what politicians say and they would have immunity for libel/slander.
|
Week 2
|
|
|
Trademark
|
Words, names and symbols used by companies to identify and distinguish their goods or services from those of another.
|
Week 2
|
|
|
2 Forms of Disclosure
|
1. That which is mandated by statute
2. That which is required to avoid fraud |
Week 2
|
|
|
4-Part Test for First Amendment Protection of Commercial Speech
|
1. Concerns a lawful activity that does not mislead
2. It’s a “protectable” issue within essence of First Amendment 3. Governmental interest substantial enough to justify regulation 4. Regulation directly advances the government interest without being excessive |
Week 2
|
|
|
Common Law
|
Derives from historical rulings. Does not exist at federal level – each state has its own. Based on English law 1,000+ years old.
|
Week 2
|
|
|
Copyright
|
Law providing that the copyright owner “shall have exclusive right” to reproduce, distribute and use original works of expression fixed in a tangible medium. You can copyright written, musical, dramatic, pictorial, graphic and sculptural works but not ideas, methods of operation, concepts or utilitarian ideas.
|
Week 2
|
|
|
Labor Management Relations Ace 1947 (Taft-Hartley Act)
|
Regulates communications during political elections but also prohibits management from interfering with labor’s right to organize and to bargain collectively once a union is established. Prohibits both unions and management from engaging in unfair labor practices.
|
Week 2
|
|
|
Essence of First Amendment
|
Congress Shall make no law “abridging the freedom of speech, or of the press, or of the right of the people peaceably to assemble, and to petition the government for a redress of grievances.”
|
Week 2
|
|
|
Administrative Law
|
Rules and decisions of governmental agencies. Pertains to enforcement of regulated areas and activities such as communication (FCC), advertising/trade (FTC), public training of stocks (SEC) and communication between labor and management (NLRB).
|
Week 2
|
|
|
Criminal Law
|
Defines and punishes offenses against society. Requires “guilt beyond reasonable doubt.” “Civil Law” has lower standards (preponderance of evidence) but resolves conflicts without government participation.
|
Week 2
|
|
|
Statutory Law
|
Statutes and ordinances by legislative bodies (acts of Congress to City Councils). Recorded by subject in published codes.
|
Week 2
|
|
|
4 Categories of Privacy Law
|
1. Intrusion (invading person’s solitude/seclusion)
2. Public Disclosure (communication of private embarrassing facts) 3. False Light (false information that humiliates or causes mental anguish) 4. Appropriation (use of person’s name or picture without consent) |
Week 2
|
|
|
6 Code Provisions of PRSA Code of Ethics
|
1. Free Flow of Information
2. Competition 3. Disclosure of Information 4. Safeguarding Confidences 5. Conflicts of Interest 6. Enhancing the Profession |
Week 2
|
|
|
Social Responsibility
|
Social aspect of right conduct reminds us that both individual practitioners and the profession as a whole are entrusted with the welfare of larger society as a condition on how they serve clients.
|
Week 2
|
|
|
Two Serious Constitutional Issues Raised by Licensing
|
1. Problem of demonstrating a compelling state interest
2. Safeguarding the practitioner’s freedom of expression |
Week 2
|
|
|
Tort
|
Legal wrongs. Defendant vs. plaintiff under civil law. Rewards of general damages, special, punitive, compensation for loss or injury and/or reimbursement for actual monetary loss.
|
Week 2
|
|
|
6 Values in PRSA Code of Ethics
|
1. Advocacy
2. Honesty 3. Expertise 4. Independence 5. Loyalty 6. Fairness |
Week 2
|
|
|
6 Decision-Making Guidelines in PRSA Code of Ethics
|
1. Define the specific ethical issue/conflict
2. Identify internal/external factors that may influence the decision 3. Identify the key values 4. Identify parties to be affected and PR professionals obligation to each 5. Select ethical principles to guide the decision process 6. Make a decision and justify |
Week 2
|
|
|
3 Basic Constitutional Issues raised by Occupational Licensure
|
1. The right of freedom of expression
2. The right of the states to regulate occupations 3. The right of individuals to pursue occupations without unjustified state interference |
Week 2
|
|
|
4 Levels of PR Authority in Organizations
|
1. Advisory (not reporting directly president/not taken as serious management)
2. Advisory Compulsory (before management can decide something, they have to as PR/may or may not abide, but must ask) 3. Concurring (want PR to sign off on something before letting it go) 4. Command (when someone like legal department has command over PR and PR told what to say |
Week 2
|
|
|
Fiduciary Relationship
|
Entering this relationship means the professional holds you and possibly your possessions in trust and is obligated to act in your best interest. This obligation differentiates the professional from other knowledgeable and skilled artisans.
|
Week 2
|
|
|
9 Exceptions to the Freedom of Information Act (FOIA)
|
1. National security
2. Agency rules and procedures 3. Statutory exemptions 4. Confidential business information 5. Agency memoranda 6. Personnel or medical 7. Law enforcement investigations 8. Banking reports 9. Information about oil and gas wells |
Week 2
|
|
|
Attitude
|
An inclination, often unconscious, to behave in a given way as a result of a spectrum of information, values, beliefs, experiences and persuasive messages.
|
Week 3
|
|
|
Baseline Data
|
Data collected before or at the beginning of a project or program. The data will be compared to data collected during and after program implementation in order to assess program effectiveness.
|
Week 3
|
|
|
Communications Audit
|
A complete analysis of an organization’s communications processes, both internal and external. Designed to reveal how an organization wants to be perceived by designated publics, what it is doing to foster that perception and how it is actually perceived.
|
Week 3
|
|
|
Descriptive Research
|
Collecting information that describes existing conditions, the status quo of individuals, group opinions, attitude or behavior. Usually designed to test a theory or hypothesis.
|
Week 3
|
|
|
Formal Research
|
Quantitative research. Uses principles of scientific investigation such as the rules of empirical observation, random sampling in surveys, comparison of results against statistical standards, in order to replicate results. Can be replicated.
|
Week 3
|
|
|
Audience Segmentation
|
The breakdown of an audience into demographic, psychographics or other dimensions to adapt strategies, tactics and messages to audience need or interest.
|
Week 3
|
|
|
Benchmarking
|
Comparison of one’s products and services to those of competitors or those recognized as the “best in the industry” to identify standards for improvement or superior performance.
|
Week 3
|
|
|
Content Analysis
|
A study of publications, print and electronic media reports, speeches and letters to measure, codify, analyze and/or evaluate the coverage of an organization, its people and its activities.
|
Week 3
|
|
|
Evaluation Research
|
Process of evaluating concepts, design, plan, implementation and effectiveness of a program. Used to learn what happened and why it happened.
|
Week 3
|
|
|
Formative Research
|
Gathering information for use in making decisions prior to a program or making adjustments in a program/plan during implementation.
|
Week 3
|
|
|
Outputs
|
Measure of tools, tactics or activities supporting a plan or project.
|
Week 3
|
|
|
Primary Research
|
Investigation or data collected first-hand; or by a third party contracted specifically for the firsthand party. Research you do yourself. Examples: news interviews, observations, paper surveys.
|
Week 3
|
|
|
Questions Answered in Problem Statement
|
1. What is the source of concern?
2. Where is it a problem? 3. When is it a problem? 4. Who it involves or affects 5. How are they involved or affected 6. Why is this a concern to the organization and its publics? |
Week 3
|
|
|
Publics
|
People or groups of people who are mutually involved or interdependent with an organization.
|
Week 3
|
|
|
Quantitative Research
|
Research that can be numerically stated or compared; may use statistical standards; highly objective and projectable; uses closed-end or forced-choice questions.
|
Week 3
|
|
|
Population
|
Individuals whose opinions are sought in a survey, broad or focused.
|
Week 3
|
|
|
Problem Statement
|
A brief summary of the problem written in present tense, describing the situation.
|
Week 3
|
|
|
Proportional Sampling
|
A method used to ensure that a survey sample contains representatives of each subset in the population being studied, according to the proportion of their representation in the universe.
|
Week 3
|
|
|
Qualitative Research
|
Research that is somewhat subjective, using a problem or open-ended, free-response format to investigate the value of programs or probe other questions, usually informal.
|
Week 3
|
|
|
Random Sample
|
Each person in a large group has an equal chance of being chosen.
|
Week 3
|
|
|
Reliability
|
The extent to which a survey, test or measuring procedure yields the same results on repeated trials.
|
Week 3
|
|
|
Respondent
|
In polling, a person who participates in a survey or poll by answering questions.
|
Week 3
|
|
|
Risk Management
|
The process of measuring, or assessing risk and developing strategies to manage it.
|
Week 3
|
|
|
Scientific Method
|
Unabridged collection of all that is known about situation, its history, forces operating on it and those involved or affected internally and externally. Contains all the background information needed to expand upon and illustrate in details the meaning of a problem situation.
|
Week 3
|
|
|
Situational Analysis
|
Information pulled together to define a situation (e.g., history, factors affecting a situation, people involved, etc.). Contains all information needed to write a problem statement.
|
Week 3
|
|
|
Research
|
Systematic gathering of information for the purpose of describing and understanding situations, and checking out assumptions about public and PR consequences. It helps define the problem.
|
Week 3
|
|
|
Risk Assessment
|
In crisis PR planning, the determination of the chance of various occurrences in order to take steps to handle such incidents in the order of their probability.
|
Week 3
|
|
|
Sample
|
A portion of a larger whole; in polling, a relatively small group of individuals selected to represent a population, usually by means of random probability sampling techniques that allows for the calculation of the exact probability of such representation.
|
Week 3
|
|
|
Secondary Research
|
Uses research findings of others, or collects information secondhand. Previously reported/published information. Example: U.S. Census research
|
Week 3
|
|
|
Stakeholder
|
Sometimes used to refer to investors, but includes others who have invested time, job seniority, commitment to the organization or are otherwise dependent on an organization in a sense other than financial. A person or group with a stake or interest.
|
Week 3
|
|
|
Strategy
|
Overall game plan. The overall concept, approach or general plan for the program designed to achieve the objectives. General, well-thought-out tactical plans flow from this. This does not indicate specific actions to achieve objectives. There can be many of these for each objective.
|
Week 3
|
|
|
Summative Research
|
Gathering information as a way of monitoring a program to document the effectiveness of the whole program or its parts.
|
Week 3
|
|
|
Validity
|
Refers to the degree to which a research study accurately assesses what the researcher set out to measure.
|
Week 3
|
|
|
Diversity
|
Differences among people within a group, stemming from variations in factors such as age, gender, ethnicity, religion, sexual preference, education, etc.
|
Week 3
|
|
|
Four-Step PR Plan Process
|
"ROPE: Research, Objectives, Programming Evaluation
RPIE: Research, Planning, Implementation , Evaluation RACE: Research, Analysis/Planning/Action, Communication, Evaluation |
Week 3
|
|
|
Strategic Thinking
|
Involves predicting or establishing a desired future state; formulating a strategy for achieving the desired state.
|
Week 3
|
|
|
Tactics/Tools
|
The exact tools and activities used at the operational level. Specific ways to implement the strategy.
|
Week 3
|
|
|
Cause and Effect Diagrams
|
Helps managers analyze a particular problem by thinking through the reasons a problem exists. Also known as Fishbone Diagrams.
|
Week 3
|
|
|
Drill-Down Technique
|
A problem-solving approach that gives planners a visual image of a problem by breaking the problem into progressively smaller parts. By examining factors that contribute to the problem, information relating to the problem and questions raised by the problem, communication experts can identify best solutions to respond to the many parts of a problem.
|
Week 3
|
|
|
Opportunity Research/ Problem Research
|
Used to clearly determine why the organization should conduct a particular PR program at a particular time.
|
Week 3
|
|
|
Audience Research
|
Used to investigate audiences or publics. The process includes identifying audiences, targeting and obtaining desired data.
|
Week 3
|
|
|
7 Specs for Research Statement
|
1. What’s happening now
2. Where is it of concern 3. What’s the source of concern 4. When it is a concern 5. Who involved it affects 6. How it involved/affects Why is concerns organization and its publics |
Week 3
|
|
|
Planning Mode
|
Strategy takes form of a systematic plan and guidelines for achieving corporate and business level strategies. Usually the preferred mode.
|
Week 3
|
|
|
Strategic Management
|
Uses open system approach rather than closed system reactive approach. Process that enables any organization, company, association, nonprofit or government agency to identify its long-term opportunities and threats, mobilize its assets to address them and carry out a successful implementation strategy.
|
Week 3
|
|
|
Management by Objectives (MBO)
|
Well established procedure that involves cooperative goal setting by groups of superiors and subordinates in the employee hierarchy. Also called MOR: management by objectives and results
|
Week 3
|
|
|
Problem Statement
|
Summarizes what is learned about the problem situation. Written in present tense, describes in specific and measurable terms (who, what, when, where, why and how) and doesn’t imply solution or place blame. Describes current situation, not future.
|
Week 3
|
|
|
Force Field Analysis
|
Before researching situation, practitioners and others on management team brainstorm the negative forces contributing to or causing the problem as well as positive forces alleviating the problem or solving.
|
Week 3
|
|
|
Evolutionary Mode
|
Strategies develop over time, representing a pattern of decisions that respond to opportunities and threats in the environment. This mode is increasingly accepted as the more appropriate approach for dealing with rapidly changing organizational environments.
|
Week 3
|
|
|
Strategic Planning
|
In PR, it involves making decisions about program goals and objectives, identifying key publics, setting policies or rules to guide selection of strategies and determining strategies. Strategies are selected to achieve a particular outcome (as stated in goal or objective).
|
Week 3
|
|
|
10-Step Communication/PR Plan
|
1. Goals
2. Target audiences/publics 3. Objectives 4. Strategies 5. Tactics 6. Activities 7. Evaluation 8. Materials 9. Budget 10. Timetable and task list |
Week 3
|
|
|
Gantt Chart
|
A bar chart that shows the visual and linear direction of project tasks useful for tracking deadlines and monitoring a project’s progress, as well as for planning and scheduling tasks.
|
Week 3
|
|
|
Historical Research
|
Collecting information that exists on the record, including historic documents, personal papers, journals, official records, etc.
|
Week 3
|
|
|
Mission/Mission Statement
|
The overarching reason why an organization came into existence and exists; a visionary statement that can guide an organization’s purpose and planning for many years.
|
Week 3
|
|
|
Four Things Objectives Include
|
1. Address desired result in terms of opinion change and/or behavioral outcome, not in terms of communication output
2. Designate target audience 3. Specify the expected level of accomplishment Identify the time frame for these accomplishments to occur. |
Week 3
|
|
|
Acronym to Help Practitioners Set Program Objectives
|
SMART: Specific, Measurable, Attainable, Realistic, Timely
|
Week 3
|
|
|
Goal
|
Broad target for an end result. Statement that spells out the overall outcomes of a program, usually a more specific expression of a mission or purpose that is directly related to the problem or opportunity at hand. Always consistent with management goals.
|
Week 3
|
|
|
Informal Research
|
Explores values or qualities; subjective. Deals with content. Needs good notes, thoroughness. Examples: focus groups, informal surveys.
|
Week 3
|
|
|
Objectives
|
The key result that must be achieved with each public to reach the program goal. Specific milestones that measure progress toward achievement of a goal.
|
Week 3
|
|
|
Omnibus Survey or Study
|
Less expensive quantitative research method involving piggybacking some questions on a research company’s poll. Also called subscription studies.
|
Week 3
|
|
|
Outcomes
|
Measurable result of change in action, attitude, awareness, behavior, opinion and/or support
|
Week 3
|
|
|
SWOT Analysis
|
Detailed analysis of internal/external factors in problem situation to provide practitioner with information needed to assess organization. Strengths, Weaknesses, Opportunities and Threats
|
Week 3
|
|
|
Activities
|
Finer details of tactics (dates, indicate who is in charge, attendance expected, etc.)
|
Week 4
|
|
|
Materials
|
Items you need to implement or execute tactics.
|
Week 4
|
|
|
4 Control Factors in Budgeting
|
1. Total income/funds available (PR is generally allocated a % that relates to the organization’s total operating budget)
2. Competitive necessity (amount spent by a similar charity or organization is matched or exceeded) 3. Task/goal (usually provides for PR to have a share of funding set aside to achieve desired end result 4. Profit/surplus over expenses (can go up or down depending on break even point or point where all costs covered) |
Week 4
|
|
|
6 Types of Distortion
|
1. Hype
2. Minimizing 3. Overgeneralization 4. Categorization 5. Labeling 6. Image transfer |
Week 4
|
|
|
Evaluation
|
How to measure objectives. Measurement, observation, opinion, feedback.
|
Week 4
|
|
|
Budget
|
Includes: staff time, materials, out-of-pocket costs, images, transportation, volunteer energy and fabrication
|
Week 4
|
|
|
Timetable/Task List
|
Who does what and when. Work backward from deadline or forward from start date.
|
Week 4
|
|
|
Lippmann's 6 Barriers to Communication
|
1. Artificial censorship
2. Limitations of social contact between sender and receiver 3. Lack of time for public affairs 4. Distortion 5. Making a small vocabulary express a big, complicated world 6. Fear of facing facts that seem to threaten established routines |
Week 4
|
|
|
8 types of Communications Management
|
1. Natural
2. Technological 3. Confrontation 4. Malevolence 5. Skewed management values 6. Deception 7. Management misconduct 8. Business/Economic |
Week 6
|
|
|
3 Time Frames for Crisis Communication
|
1. Immediate Crisis
2. Emerging Crisis 3. Sustained Crisis |
Week 6
|
|
|
(Web) Address
|
The unique location of an Internet server, a specific file (for example, a web page) or an e-mail user. It also is used to specify the location of data within computer storage.
|
Week 7
|
|
|
Audiocast
|
Audio content broadcasted over the Internet. The term serves as a broad descriptor for any audio content, including streaming audio, podcasts or other distribution methods.
|
Week 7
|
|
|
Bookmark
|
A saved link to a web page.
|
Week 7
|
|
|
Cascading Style Sheet
|
Or CSS; determines how a given element is presented on a web page. CSS gives more control over the appearance of a web page to the page creator than to the browser designer or the viewer.
|
Week 7
|
|
|
Chat Room
|
A web-based venue for communities of users with a common interest to communicate in real time. Forums and discussion groups, in comparison, allow users to post messages but don’t have the capacity for interactive messaging. Users can enter chat rooms and read messages without sending any—a practice known as lurking.
|
Week 7
|
|
|
Anonymous Web Surfing
|
Visiting Websites without allowing anyone to gather information about which sites the user visited. Services are available that provide anonymity, disable pop-up windows and cookies, and conceal the visitor’s IP address, i.e., your e-mail address.
|
Week 7
|
|
|
Blog
|
Short for weblog; a personal online journal that is frequently updated and intended for general public consumption.
|
Week 7
|
|
|
Breadcrumb Trail
|
On a website, a navigation tool that allows a user to see where the current page is in relation to the website’s hierarchy.
|
Week 7
|
|
|
Channel
|
A group of items, each of which represents one post (i.e., a blog post or MP3 audio file). You subscribe to this when subscribing to podcasts. Term is used interchangeably with feed on many websites; may also be referred to as a “feed.”
|
Week 7
|
|
|
Chicklet
|
A term for the small, often orange buttons used as links to RSS files. Most podcatchers allow a user to “drag and drop” chicklets directly onto them to easily add a subscription.
|
Week 7
|
|
|
Content Management System (CMS)
|
A system used to manage website content in lieu of commercially available code-based web design software.
|
Week 7
|
|
|
Counter
|
On a website, a program that counts and typically displays how many people have visited an HTML page.
|
Week 7
|
|
|
Digitization
|
The process of converting information into a digital format, organized in units of data called bits and bytes. This is the binary data that computers and many devices with computing capacity can process.
|
Week 7
|
|
|
File Transfer Protocol (FTP)
|
A standard Internet protocol and the simplest way to exchange files between computers on the Internet.
|
Week 7
|
|
|
Internet
|
A worldwide system of computer networks conceived by the Advanced Research Projects Agency (ARPA) of the U.S. government in 1969 and first known as the ARPANET.
|
Week 7
|
|
|
Cookie
|
Information a website puts on your hard disk so that it can remember something about you at a later time. Typically, a cookie records your preferences when you use a particular site.
|
Week 7
|
|
|
Cybersquatting
|
Registering, trafficking in or using a domain name with bad-faith intent to profit from the goodwill of a trademark or celebrity belonging to someone else.
|
Week 7
|
|
|
FAQ
|
A list of “frequently asked questions” (and answers) that has become a common feature of Internet sites.
|
Week 7
|
|
|
Item
|
A single entry in a news feed or podcast channel. Each contains an enclosure that links to the audio file for the podcast, including ID3 tags.
|
Week 7
|
|
|
Narrowcast
|
Audio or video programs targeting a specific audience demographic, as opposed to a broadcast.
|
Week 7
|
|
|
News Feed
|
A web feed that specifically supplies new headlines or posts to an RSS aggregator. Also called a news channel.
|
Week 7
|
|
|
Phishing
|
An e-mail fraud method. A perpetrator sends a legitimate-looking e-mail in an attempt to gather personal and/or financial information from recipients.
|
Week 7
|
|
|
Podcast
|
An audio file published on the Internet with an RSS feed, allowing users to subscribe to automatic downloads of a series of such programs.
|
Week 7
|
|
|
Podcatcher
|
A software application that automatically checks for and downloads new podcast feeds.
|
Week 7
|
|
|
Punchcast
|
A podcast that is sent directly to a smartphone or other mobile device without being sent to a laptop or desktop PC.
|
Week 7
|
|
|
Permission Marketing
|
A marketing strategy using email and other mobile technology to send consumers information that they have agreed in advance to receive (opt-in e-mail). Permission is a key provision of the 2003 Can Spam Act.
|
Week 7
|
|
|
Ping
|
A basic Internet program that lets you verify that a particular IP address exists and can accept requests.
|
Week 7
|
|
|
Podcasting
|
The preparation and distribution of audio (and possibly other media) files for download to digital music or multimedia players such as the iPod.
|
Week 7
|
|
|
Proxy Server
|
An enterprise that uses the Internet to act as an intermediary between a workstation user and the Internet so that the enterprise can ensure security, administrative control and caching service.
|
Week 7
|
|
|
Push Technology
|
A set of technologies whereby information is delivered from a central server to a client computer, often by means of an Internet-based content delivery network.
|
Week 7
|
|
|
Redirection
|
On a website, a technique for moving visitors to a different page or site when its address has been changed and visitors are familiar with the old address.
|
Week 7
|
|
|
RSS Aggragator
|
A program used to collect and read RSS feeds. May also be known as a newsreader or news aggregator.
|
Week 7
|
|
|
Scraping
|
The process of someone creating an RSS feed from another web site, as opposed to the individual’s own content.
|
Week 7
|
|
|
Spool
|
To copy an RSS link into a podcast organizer or loader application to download later.
|
Week 7
|
|
|
Streaming Media
|
Sound (audio) and pictures (video) transmitted on the Internet in a streaming or continuous fashion, using data packets.
|
Week 7
|
|
|
RSSL
|
RDF Site Summary, formerly called Rich Site Summary or Really Simple Syndication; a method of describing news or other web content that is available for “feeding” (distribution or syndication) from an online publisher to web users.
|
Week 7
|
|
|
RSS Feed
|
An XML file that provides content or summaries of content, including links to the full versions of the content and other metadata, which a user can subscribe to using an RSS aggregator.
|
Week 7
|
|
|
Spam
|
Unsolicited e-mail. From the sender’s point-of-view, this is a form of bulk mail, often sent to a list obtained from a spambot or to a list obtained by companies that specialize in creating e-mail distribution lists.
|
Week 7
|
|
|
Spyware
|
Any technology that aids in gathering information about a person or organization without their knowledge.
|
Week 7
|
|
|
Syndication
|
The supply of material for reuse and integration with other material, often through a paid service subscription.
|
Week 7
|
|
|
URL
|
Uniform Resource Locator, previously Universal Resource Locator; the unique address for a file that is accessible on the Internet.
|
Week 7
|
|
|
Timeshifting
|
The process of recording and storing data for later viewing, listening or reading.
|
Week 7
|
|
|
Video Podcasting
|
Similar to podcasting, except that video files instead of MP3s are published into RSS feeds; also called “vlogging” or “vodcasting.”
|
Week 7
|
|
|
Web 2.0
|
A term for advanced Internet technology and applications, including blogs, wikis, RSS and bookmark sharing. The two major components of this are the technological advances enabled by Ajax and other new applications such as RSS and Eclipse and the user empowerment that they support.
|
Week 7
|
|
|
Weblog
|
A website that consists of a series of entries arranged in reverse chronological order, often frequently updated with new information about particular topics.
|
Week 7
|
|
|
USM
|
Universal Subscription Mechanism, which allows certain podcasters to automatically add a subscription from an RSS file.
|
Week 7
|
|
|
Uploading
|
The transmission of a file from one computer system to another, usually a larger computer system. From a network user’s point-of-view, to upload a file is to send it to another computer that is set up to receive it.
|
Week 7
|
|
|
Vlog
|
Video blog; a blog that contains video content.
|
Week 7
|
|
|
Web Accessiblity
|
Standards ensuring that people with disabilities can use the web.
|
Week 7
|
|
|
Webinar
|
A type of web conference or web seminar that can be presented as an interactive dialogue between presenter and audience completely via the Internet, or a telephone-based presentation with complementing computer-based content. A webinar is “live.”
|
Week 7
|
|
|
Wiki
|
A server program that allows collaboration in forming the content of a website or other document via a website. With this, any user can edit the site content, including other users’ contributions, using a regular web browser.
|
Week 7
|
|
|
XML
|
Extensible Markup Language; a flexible way to create common information formats and share both the format and the data on the World Wide Web, intranets and elsewhere.
|
Week 7
|
|
|
World Wide Web
|
All the resources and users on the Internet that are using the Hypertext Transfer Protocol (HTTP). This is the universe of network-accessible information, an embodiment of human knowledge.
|
Week 7
|
|
|
8 Ways PR Helps Management
|
1. Paves way for sale of products/services
2. Internal motivation (builds morale, etc.) 3. Early warning system for social/political change 4. Identifies new markets/products/methods 5. Overcomes executive isolation 6. Communicates/defends organization’s position 7. Helps manage change so organization stays competitive and effective 8. Plays leading role in accounting for organizations social responsibility |
Week 8
|
|
|
PR Technician
|
• Focuses on communications
• Wordsmith • Media relations |
Week 8
|
|
|
Communication Technician
|
Writes newsletters, news releases, feature stores, web content.
|
Week 8
|
|
|
Communication Facilitator
|
Liaisons, mediators--removes barriers and keeps communication channels open.
|
Week 8
|
|
|
5 Criteria for Evaluating Professionalism
|
1. Specialized education
2. Unique, essential service recognized in community (“she’s a lawyer”) 3. Nobility of purpose (private economic gain and special interests are subordinate to the public good) 4. Gives autonomy to and places responsibility on practitioners 5. Enforces code of ethics and standards of performance |
Week 8
|
|
|
How PR Supports Marketing Function
|
Create an environment in which a corporation can successfully sell its products.
|
Week 8
|
|
|
PR Managers
|
Title for person whose responsibilities include:
• Research skills • Strategic thinking • Environmental scanning • Organizational intelligence • Issues management • Management counseling |
Week 8
|
|
|
Expert Prescriber
|
The authority on PR becomes isolated, and other managers are not involved.
|
Week 8
|
|
|
Problem Solving Facilitator
|
A part of strategic-planning team, works with management to define and solve problems.
|
Week 8
|
|
|
Difference between Line Function and Staff Function
|
Line: Product/profit-producing functions; set policy and oversee operations; responsible for end product. Examples: engineering, production, marketing
Staff: Advise/assist line executives; offer plans, advice, support services, suggestions. Examples: finance, legal, HR, PR. |
Week 8
|
|
|
10-K
|
Provides a comprehensive overview of a company. Must be filed within 60 days after the close of the company’s fiscal year and contains crucial information, such as company history, organizational structure, equity, holdings, earnings per share, subsidiaries, etc.
|
Week 8
|
|
|
10-Q
|
Quarterly financial report containing unaudited financial data. Due 35 days after the close of each of the first three fiscal quarters. There is no filing after the fourth quarter because that is when the 10-K is filed.
|
Week 8
|
|
|
Proxy Statement
|
Document produced for the benefit of shareholders prior to the Annual Meeting of Shareholders so they can make informed decisions about matters due to be discussed at the Annual Meeting.
|
Week 8
|
|
|
Sarbanes Oxley
|
Legislation covering corporate auditing accountability, responsibility and transparency, including how information is disclosed.
|
Week 8
|
|
|
Securities Act Of 1933/ Security Exchange Act of 1934
|
Enacted following the 1929 stock market crash. Contain checks and balances for securities-related actions. Mandates disclosure to level the playing field for all investors. The law requires filing specific information with the SEC to make it available to the public.
|
Week 8
|
|
|
Section 14 of The Act of 1934
|
Covers solicitation of proxies in the timeframe between sending the official statement and holding the annual meeting where the proxy voting occurs.
|
Week 8
|
|
|
8-K
|
Filed for unscheduled material or corporate events of importance to the shareholders and SEC.
|
Week 8
|
|
|
Regulation Fair Disclosure, Regulation FD or Reg FD
|
Requires all publicly traded companies to disclose material information to all investors at the same time.
|
Week 8
|
|
|
Prospectus
|
Legal document that is written/checked by lawyers and must be complete, including potential negatives.
|
Week 8
|
|
|
Statement of Cash Flow
|
Shows how cash flows in and out of a company over a given period of time. This statement shows positive or negative cash flow in operating, investing and financing activity.
|
Week 8
|
|
|
Rule 10 B-5 Of SEC 1934
|
Concerns fraud in disclosure. An organization has the legal responsibility to ensure the information it releases is both accurate and complete, including in PR tactics.
|
Week 8
|
|
|
Sherman/Clayton Act/Robinson Putnam Act
|
Made it illegal to engage in activity that ruins competition. Overselling wording in news releases announcing acquisitions and divestitures can be cited as violations.
|
Week 8
|
|
|
Federal Lobbying Act (1913)
|
Requires states lobbyists to register with the clerk of the house or the secretary of the senate between the first and tenth day of each quarter.
|
Week 8
|
|
|
Cafeteria Benefit Plan
|
Allows employees to choose from among different types of benefits.
|
Week 8
|
|
|
Defined Contribution Plan
|
Retirement plan creating an individual account for each employee. The benefit the employee receives is based on the amount contributed and affected by income, expenses, gains and losses. Two common types of these are the 401(k) and 403(b) plans.
|
Week 8
|
|
|
Balance Sheet
|
Shows a firm’s assets, liabilities and equity at a given point.
|
Week 8
|
|
|
Registration Of Foreign Agents Act Of 1938
|
Requires PR professionals who represent a foreign government to register with the U.S. government.
|
Week 8
|
|
|
401(K) And 403(B) Retirement Plans
|
Voluntary retirement plans for employees of profit and public/not-for-profit organizations respectively.
|
Week 8
|
|
|
Defined Benefit Plan
|
Retirement plan promising the employee a specific monthly benefit. The employee is usually not required to contribute to this plan in the private sector; however, in the public sector, employee contributions are required.
|
Week 8
|
|
|
Pension Plan
|
Forms of retirement plans that provide income after retirement or disability.
|
Week 8
|
|
|
Roth Retirement Plan
|
Retirement plan allowing employees to invest on an after-tax basis and the earnings are tax-free when withdrawn.
|
Week 8
|
|
|
Income Statement
|
Measures a firm’s profitability over a period of time. The firm can choose the length of its reporting time period, such as a month, a quarter or a year. Often called a profit/loss or P&L statement.
|
Week 8
|
|
|
Samuel Adams
|
• Organization – Sons of Liberty, Committees of Correspondence
• Symbols – Liberty Tree • Slogans – Taxation without Representation • Staged events – Boston Tea Party |
Week 9
|
|
|
George Creel
|
Chairman of the Committee on Public Information during World War I, and understood the power of publicity to mobilize the public. He started the “Four Minutemen” and created “spokespersons” from key interest groups such as lawyers, actors, journalists, and teachers. Used persuasive tactics to dehumanize the enemy.
|
Week 9
|
|
|
Rex Harlow
|
Founded the American Counsel that ultimately became PRSA through mergers of other public relations organizations (1947). Began teaching PR courses at Stanford.
|
Week 9
|
|
|
Amos Kendall
|
Key member of President Jackson’s Kitchen Cabinet. He excelled at creating events to mold opinion. Pollster, counselor, ghostwriter and publicist (1820-30s).
|
Week 9
|
|
|
Arthur Page
|
An AT&T vice president who helped set the standard for corporate PR. He said a company’s performance would be determined by its public reputation (1927). Set standard for corporate PR.
|
Week 9
|
|
|
Edward L. Bernays
|
Wrote Crystallizing Public Opinion, the first book on PR, and coined the term PR counsel. Taught the first course in PR at New York University, and was the first to call himself a PR professional. Among the first to advocate licensure. Often referred to as the “father of public relations” (1920s).
|
Week 9
|
|
|
Elmer Davis
|
Director of the Office of War Information created by FDR during World War II. Pioneered widespread use of radio, Hollywood and media to publicize the war effort.
|
Week 9
|
|
|
Louis McHenry Howe
|
Public relations advisor to Franklin D. Roosevelt until he died. Recognized that mutually beneficial public relationships could be built only by coupling responsible performance with persuasive publicity. Served FDR from 1912-1936.
|
Week 9
|
|
|
Franklin D. Roosevelt
|
First president to exploit news media as a new and powerful tool of presidential leadership. He won battles on front pages and over radio, all a new medium. Created “New Deal” and gave “Fireside Chats.”
|
Week 9
|
|
|
Ivy Lee
|
Considered the father of modern PR. First to advocate factual, truthful exposition of information, abolition of secrecy in dealing with media and need for good corporate policies and performance as a requisite for favorable public recognition. Counseled Rockefellers. Official for Penn. Railroad. Teamed with George Parker in 1904 to form a PR counseling firm.
|
Week 9
|
|
|
Hamilton Wright Organization
|
First International firm (first account was to promote Philippine Islands). Founded in 1908 by Hamilton Mercer.
|
Week 9
|
|
|
George Parker/Charles Sumner Ward/Lyman Pierce
|
Formed partnership with Ivy Lee during Seedbed Era.
|
Week 9
|
|
|
President Woodrow Wilson
|
First to use full-time publicists in a fund drive. Raised $350,000 for YMCA. Easily recognized in today’s United Way format.
|
Week 9
|
|
|
Doris Fleischman
|
Started Committee on Public Information (CPI or The Creel Committee). Headed by George Creel. Mobilized public opinion to support war effort. PR counselors to U.S. government.
|
Week 9
|
|
|
First Systematic Effort to Raise Funds
|
Harvard college … fund-raising brochure.
|
Week 9
|
|
|
Alice L. Beeman
|
First woman to head a national PR association as president of CASE (Council for the Advancement and Support of Education).
|
Week 9
|
|
|
World War I Period (1917-1919)
|
Dramatic demonstrations of the power of organized promotion to kindle a fervent patriotism: to sell war bonds, enlist soldiers and raise millions of dollars for welfare.
|
Week 9
|
|
|
Carl Byoir
|
At age 28, he was the associate chairman of the CPI (Committee on Public Information/The Creel Committee),
|
Week 9
|
|
|
Arthur Page’s Six Principles of PR
|
1. Tell the truth
2. Prove it with action 3. Listen to the customer 4. Manage for tomorrow 5. Conduct PR as if whole company depends on it 6. Remain calm, patient and good humored |
Week 9
|
|
|
Walter Lippmann
|
Wrote “Public Opinion” (published in 1922). He described several communication barriers: artificial censorship, gatekeepers in the media, shrinking news holes, limitation of social contract, meager time available to pay attention, distortion from compressing events into short messages (sound bites), difficulty expressing a big, complicated world in short messages, fear of facing facts perceived to threaten established routines.
|
Week 9
|
|
|
Evart Routzahn/Mary Swain Routzahn
|
Started social work publicity. Played a role in birth of National Publicity Council for welfare agencies. The National Publicity Council became the National Communications Council for Human Services in 1975 and then merged into PRSA in 1977.
|
Week 9
|
|
|
Leone Baxter
|
Formed first political PR firm in the U.S. in 1933 with her husband and partner Clem Whitaker. Based in San Francisco.
|
Week 9
|
|
|
Global Information Society
|
1965-Present. Accelerating technology, multiplying channels of communication and transition from a national economy to a world economy featuring global interdependence and global competition. Stresses from these profound changes placed a heavier burden on PR and its role in mediating conflicting interests to bring out mutual adjustment and accommodation.
|
Week 9
|
|
|
Roosevelt and Post WWII Era
|
Movement toward public responsibility in private business to regain credibility; greatest government PR advancements under FDR; Roper and Gallup polls begin; paid advertising to forefront as PR tool; 1942 Office of War info.
|
Week 9
|
|
|
Harry A. Bruno
|
Aviation enthusiast/wartime flyer. Publicity and PR projects did much to spread American’s acceptance of the air age.
|
Week 9
|
|
|
Marshall McLuhan
|
Person who said/espoused/believed: Understanding media, “Global Village” and the medium is in the message.
|
Week 9
|
|
|
Postwar Era
|
1945-1965. Adjustment as nation moved from a war-oriented economy to a postindustrial, service-oriented economy and shouldered leadership of the free world. This era brought widespread acceptance of PR as the number of practitioners passed 100,000. Also brought strong professional associations, beginnings of PR education and emergence of TV as powerful medium.
|
Week 9
|
|
|
Booming Twenties Era
|
Era of promoting products, earning acceptance of change brought on by war accelerated technology, winning political battles, raising millions for charitable causes, Anti-Saloon League and women’s suffrage.
|
Week 9
|
|
|
Joseph Varney Baker
|
First black to serve as PRSA president and first black accredited by PRSA. His firm hired to communicate solely with black consumer market.
|
Week 9
|
|
|
Theodore N. Vail
|
Laid the public acceptance and public policy foundations for the nation’s telephone system. Pioneered corporate PR with AT&T. Understood the necessity for improving relationships between corporations and public (1883).
|
Week 9
|
|
|
George Westinghouse
|
Established first corporate PR department in 1889 for his new electric corporation. He competed with Edison’s electric company. Hired Ernest H. Heinrichs to serve as his personal press representative.
|
Week 9
|
|
|
Amos Kendall
|
Key member of President Jackson’s “Kitchen Cabinet.” He served as pollster, counselor, ghost writer and publicist. Jackson’s political campaigns and government policies clearly reveal the influence of Kendall’s strategy, sense of public opinion and skills as a communicator.
|
Week 9
|
|
|
Ida Tarbell
|
From muckraking Seedbed Era. Wrote History of the Standard Oil Co. Produced violent public reaction.
|
Week 9
|
|
|
Seedbed Era
|
1900-1917. Muckraking journalism countered by defensive publicity and of far-reaching political reforms promoted by Theodore Roosevelt. Ivy Lee-full disclosure and tell the truth. Bernays-Public be informed. Defensive publicity.
|
Week 9
|
|
|
Upton Sinclair
|
From muckraking Seedbed era. Wrote novel The Jungle to expose the foul conditions in meatpacking industry. Produced violent public reaction.
|
Week 9
|
|
|
P.T. Barnum
|
First master of press agentry. Credited with paving way for today’s sports promotions like Superbowl/Daytona 500.
|
Week 9
|
|
|
Thomas W. Lawson
|
From muckraking Seedbed era. Wrote Frenzied Finance as a series in McClure’s magazine.
|
Week 9
|
|
|
Seven Eras of Public Relations
|
1. Seedbed Era (1900-1917)
2. World War I Period (1917-1919) 3. Booming Twenties Era (1919-1929) 4. Roosevelt Era & WWII (1930-1945) 5. Postwar Era (1945-1965) 6. Protest & Empowerment (1965-1985) 7. Global Information Society (1985-) |
Week 9
|
|
|
Public Relations Ecology
|
PR deals with the interdependence of organizations and others in their environments. PR is to help organizations adjust and adapt to their environment.
|
Week 10
|
|
|
Systems Theory
|
A system is a set of interacting units that endures through time within an established boundary by responding and adjusting to change pressures from the environment to achieve and maintain goal states. In case of PR, the set of interacting units includes the organization and the publics with which it has or will have relations.
|
Week 10
|
|
|
Supra-System
|
All charities under tax exempt umbrella – whole system.
|
Week 10
|
|
|
Living Systems
|
Produce changes in the system and environment. PR is part of what organization theorists call the adaptive subsystem, as distance from the production, supportive-disposal, maintenance and managerial sub-systems. The managerial sub-system is defined as “direction, adjudication and control” of the other sub-systems.
|
Week 10
|
|
|
Homeostasis
|
Changeable goal to determine if it is relatively open or closed. Differentiates dynamic state of relatively open systems from static states of closed systems.
|
Week 10
|
|
|
7 Areas that Encounter Great Change with Time
|
1. Protecting the environment
2. Health care reform 3. AIDS 4. Globalization of business and economics 5. Global communication in information age 6. Realignment of the family and work 7. Civil rights and the empowerment of individuals |
Week 10
|
|
|
Environment in Systems
|
Anything that generates change pressures – information, energy and matter inputs – on a system.
|
Week 10
|
|
|
Sub-System
|
A component in one system may be itself analyzed as a system in another context.
|
Week 10
|
|
|
Open Systems
|
Exchange inputs and outputs through boundaries that are permeable. Social systems cannot be completely closed or totally open, so they are either relatively open or relatively closed. Anticipate changes in their environments and make corrective action before major problems.
|
Week 10
|
|
|
Morphogenesis
|
Refers to changes in structure and process element in the open system.
|
Week 10
|
|
|
Cybernetics in Open Systems (by Walter Buckley)
|
Study of the input-output self-regulation process in systems.
5 elements: 1. Goals established in control center 2. Outputs related to goals which have impact on the state of the system and its environment 3. Feedback to the control center on effects of the output 4. A comparison of the new system state with the goal state 5. Control center determination of the need for corrective output |
Week 10
|
|
|
Functional Approach (Professional PR)
|
Changing both organization and environment. Relationship with organization and publics maintained/changed on basis of reciprocal output-feedback adjustment. PR has potential to act in an advisory capacity and have impact on decision-making.
|
Week 10
|
|
|
Communication (Wilbur Schramm Definition)
|
Something people do. It has no life its own. There is no magic about it except what people in the communication relationship put into it. When one studies communication, they are actually studying people, relating to each other and their groups, organizations and societies - influencing each other and being influenced, informing and being informed, teaching and being taught, entertaining and being entertained – by means of certain signs that exist separately from either of them. To understand the human communication process, one must understand how people relate to each other.
|
Week 10
|
|
|
4 Approaches to Gaining Compliance
|
1. Sanction strategies (reward/punishment)
2. Altruism strategies (call upon receiver to help) 3. Argument strategies (direct requests) 4. Circumvention strategies (misrepresent situation) |
Week 10
|
|
|
Agenda-Setting Process
|
A very fluid dynamic attempt to get the attention of the media, the public and/or policy makers
|
Week 10
|
|
|
Functionary Role (Craft PR)
|
PR functionaries attempt to preserve and promote a favorable image of the organization in the community on the idea that if the organization is “liked” the public will continue to absorb the organization’s outputs. Only concerned with supplying information about the organization to the environment. No feedback.
|
Week 10
|
|
|
Organizations Specific Environment
|
Includes those constituencies that can positively or negatively influence the organization’s effectiveness. It’s unique to each organization and changes with conditions.
|
Week 10
|
|
|
Four-Step Process of Informing
|
1. Attracting attention to the communication
2. Achieving acceptance of the message 3. Having it interpreted as intended 4. Getting the message stored for later use |
Week 10
|
|
|
Agenda
|
Set of issues. To be effective and part of the process must be communicated. Agendas result from a dynamic interplay.
|
Week 10
|
|
|
Diffusion Process
|
How people adopt or reject new ideas:
1. Process 2. Complexity 3. Sources of information 4. Individuals 5. Timeline |
Week 10
|
|
|
5-Stage Adoption Process (AIETA)
|
1. Awareness (hard of idea/lacks details)
2. Interest (develops interest/gathers info) 3. Evaluation (can I do it?) 4. Trial (how to do it?) 5. Acceptance/Adoption (satisfaction) |
Week 10
|
|
|
Innovators
|
First to adopt new ideas. Independent thinkers; prestige/power; high net worth; out in front of others; have risk capital. 2-3 in a community
|
Week 10
|
|
|
Early Majority
|
Slightly above average in age, education and experience. Medium high in economic and social status. Active in community groups but not in leadership roles. Respected in own circles. Not innovators. Informed leaders. Important group.
|
Week 10
|
|
|
Laggards
|
Less activity; less information; less education. Family ties likely to be very important. New ideas may conflict with teaching of parents, religion, and tradition. Likely to be non-adapters.
|
Week 10
|
|
|
Spiral of Silence
|
Individuals who think their opinion conflicts with the opinions of others and tend to remain silent. Silence can cause an erroneous conclusion that not majority. Spiral starts when individuals remain silent.
|
Week 10
|
|
|
5 Types of Individuals
|
1. Innovators
2. Early Adopters 3. Early Majority 4. Majority 5. Non-Adopters/Laggards |
Week 10
|
|
|
Early Adopters
|
Younger; more education; participate more in church/school/community; avoid untried ideas, but quickest to use tested ideas. Important group.
|
Week 10
|
|
|
Majority
|
Older; less education; less active in community; fewer sources of information. Relies heavily on influence of early majority.
|
Week 10
|
|
|
Tipping Point
|
By the time majority group is trying the idea, the process has been diffused tremendously and this is what that point refers to.
|
Week 10
|
|
|
4 Public Types
|
1. All-issue publics (active on all issues)
2. Apathetic publics (inattentive and inactive on all issues) 3. Single-issue publics (active on limited number of issues) 4. Hot-issue publics (respond/become active after being exposed to an issue) |
Week 10
|
|
|
Public Opinion
|
Occurs within groups of communicating people, who together determine what the issue is, why it is a cause for public concern, and what can be done about it. While process unquestionable involves private cognition, individuals thoughts about a social issue are largely dependent for both form and content on public discussion.
|
Week 10
|
|
|
3 Factors That Make Latent Publics Active
|
1. Problem recognition
2. Constraint recognition 3. Level of involvement |
Week 10
|
|
|
Belief
|
State/habit of mind in which trust or confidence placed in some person or thing.
|
Week 10
|
|
|
Value
|
Something intrinsically valuable or desirable; something esteemed and deeply rooted.
|
Week 10
|
|
|
9 Publics in PR
|
1. Employee
2. Community 3. Customer 4. Industry/business 5. Media 6. Academia 7. Investment/financial 8. Governmental 9. Special interest |
Week 10
|
|
|
5 Parts of Public Opinion
|
1. Direction (usually yes/no answer)
2. Intensity (how strongly people feel) 3. Stability (how long respondents have or will hold same direction/intensity of feeling) 4. Informational support (how much knowledge people hold on opinion 5. Social support (evidence of extent to which people think their opinions shared by others) |
Week 10
|
|
|
Opinion
|
A view, judgment or appraisal formed in the mind about a particular matter.
|
Week 10
|
|
|
Attitude
|
Mental position with regard to a fact or state. Feeling/emotion toward a fact or state.
|
Week 10
|
|
|
8 Steps of Public Opinion
|
1. Existing mass sentiment
2. Issues/crisis 3. Creates a public 4. Public debate 5. Time 6. Public opinion 7. Social action 8. Mass sentiment (new social value) |
Week 10
|
|
|
Orientation
|
Individual’s perception of issues/objects in one’s environment, as well as perceptions of significant others’ views of the same issues/objects.
|
Week 10
|
|
|
7 C’s of Public Relations Communication
|
1. Credibility
2. Context 3. Content 4. Clarity 5. Continuity/Consistency 6. Channels 7. Capability of audience |
Week 10
|
|
|
Salience
|
Refers to what individual brings to a situation as a result of history. How individuals feel about an object independent of the situation.
|
Week 10
|
|
|
Co-orientation
|
When two or more individuals’ orientations include some issues/objects and each other. Social or interpersonal concept of public opinion requires two or more individuals oriented to and communication about an object of mutual interest. Has intra- and inter-personal elements.
|
Week 10
|
|
|
Accuracy
|
Represents the extent to which your estimate matches the other person’s actual views.
|
Week 10
|
|
|
Three Types of Consensus
|
1. Monolithic (represents high levels of actual agreement accurately recognized as such by those involved)
2. False (exist when there is actual disagreement but majority of those involved don’t think they agree) 3. Pluralistic Ignorance (represents state of public opinion in which majority perceive little agreement, but in fact there is widespread agreement |
Week 10
|
|
|
4 Types of Publics
|
1. All-issue
2. Apathetic 3. Single-issue 4. Hot-issue |
Week 10
|
|
|
Pertinence
|
Depends on how individual defines situation.
|
Week 10
|
|
|
Intra-personal
|
Describes extent to which your own views match your estimate of another’s views on the same issue. Some refer to this as “perceived agreement.”
|
Week 10
|
|
|
Inter-personal
|
Represents extent to which two or more persons share similar evaluations of an issue of mutual interest. Understanding measures similarities in definitions of two or more persons.
|
Week 10
|
|
|
Co-orientational Public Opinion
|
Complete consensus on an issue exists in a group when there is an infinite series of reciprocating understandings between the members of the group concerning the issue.
|
Week 10
|
|
|
5 Elements of a Communication Model
|
1. Sender/source (encoder)
2. Message 3. Channel 4. Receiver (decoder) 5. Feedback |
Week 10
|
