Exam 4 Pur 4000

Front 1

Defining the problem (or opportunity)
Step one of management process

Back 1

The first step is to determine "What's happening now?"
Probing and monitoring attitudes and behaviors
Organizations intelligence function

Front 2

Planning and programming
Step two of management process

Back 2

Based on what we've learned. What should we do or say in order to solve the problem.

Front 3

Taking action and communicating
Step three of management process

Back 3

Who should do it and say it? When? Where? How? (Implementing the program of action.

Front 4

Evaluate the program Step four of management process

Back 4

How are we doing , how did we do? Results of evaluation provide basis for next stage.

Front 5

Definition of research

Back 5

Research is the systematic gathering of information to describe and understand situations and to check out assumptions about publics and publics relations consequences.

Front 6

Why is Research important?

Back 6

It's helps to plan manage and evaluate public relations programs.

Front 7

Creating channels of 2 way communication

Back 7

Create channels of two way communication between the organization and its publics so that we can receive, construct meaning from and respond to messages.

Front 8

Situation analysis

Back 8

The unabridged collection of all that is known about the situation , it's history, forces operating on it, and those involved or affected internally and externally.

For short:everything we know about the situation (unabridged)

Front 9

SWOT analysis

Back 9

A snapshot of the current enviornment- summarizing the situation analysis.
-Strengths
-Weaknesses
-Opportunities
-Threats

Front 10

Communication audits

Back 10

A communication audit is a systematic documentation of an organization’s communication behavior for the purpose of understanding how it communicates with its publics.

Front 11

Situation analysis factors

Back 11

External Factors
-The history of the situation
-Stakeholder analysis
-Internal Factors
-Our policies, procedures and actions related to the problem situation
-Communication audit

Front 12

Problem statements

Back 12

-Written in present tense
-Fully describe the current situation
-Use specific & measurable terms
-Do not imply a solution

Front 13

Formal research method

Back 13

-Representative sample (larger population)
-Sample is likely to represent the larger group.
-Expensive and lengthy.
-Allows us to use inferential statistics.
-Needs clearly established research objectives.

-are designed to gather data from scientifically representative samples

Front 14

Informal research method

Back 14

-Random Sample- (Group you study) Who is sample?
- Your sample may not accurately represent the larger group.
-Help us explore and detect problems
-Easier and cheaper.

-Used in exploring and detecting problem situations

Front 15

Informal methods listed

Back 15

-Personal contact and observation
-key informants
-focus groups
-community forums
-advisory committees and boards
-ombudsman or ombuds officer
-call in telephone lines
-mail and email analyses
-social media and other online sources
-Field reports

Front 16

Formal methods listed

Back 16

-secondary analysis and online databases
-surveys
-content analysis
-mailed survey
-in person surveys
-telephone survey
-online survey
-cross sectional vs trend and panel surveys

Front 17

If public relations is to be a part of the rational problem–solving process in organizations, then planning will be based upon which one of the following?

Back 17

Best available evidence situation

Front 18

What is (are) the major reason(s) more research is not used in public relations program planning, monitoring, and evaluation?

Back 18

Lack of research skills, lack of management pressure

Front 19

What are PR's research responsibilities?

Back 19

create channels of two way communication
situation analysis
SWOT analysis
communication audits
problem statements

Front 20

why is planning and programming important?

Back 20

making strategic decisions about what will be done in response to or anticipation of a problem or opportunity

Front 21

What is strategy?

Back 21

determines the goals, plans actions, and allocates resources

Front 22

Strategic planning

Back 22

making decisions about goals and objectives, identifying key publics, and determining strategies

Front 23

Strategic thinking

Back 23

predicting a desired future state, determining what will help and hinder getting there, and formulating a strategy for achieving it

Front 24

role of organization's mission statement in PR planning

Back 24

to state succinctly why an organization exists
they give the organization's attitude in dealing with its publics
idealistic and inspirational statements designed to give those in the organization a sense of purpose and direction

Front 25

different elements of PR plan

Back 25

goals
objectives
strategies
tactics

Front 26

goals (pr element)

Back 26

a generalized statement of a desired outcome
ex. to improve relationship with hispanic residents

Front 27

objectives (pr element)

Back 27

specific milestones that measure progress towards goal
ex. to increase the number of hispanic artists by 30% by 11/11/11

Front 28

strategies (pr element)

Back 28

the overall concept or general approach you'll take
ex. seek face to face opportunities to demonstrate to hispanic community opinion leaders how our museum supports local hispanic artists

Front 29

tactics (pr element)

Back 29

the specific actions taken to achieve your objectives
ex. address the november meeting of the city's hispanic chamber of commerce

Front 30

three types of PR plans

Back 30

ad hoc
standing
contingency

Front 31

Ad hoc (pr plan)

Back 31

addresses a temporary situation, such as the launch of a product line

Front 32

Standing (pr plan)

Back 32

helps build and nurture ongoing relationships and assist the company long term

Front 33

Contingency (pr plan)

Back 33

a back up plan for a situation that is unlikely to happen

Front 34

planning scenarios

Back 34

come up with 2-4 scenarios for a possible, future problem. Avoid ranking the scenarios (most likely, probable) as to not focus more heavily on one

Front 35

crisis categories

Back 35

immediate crisis, emerging crisis, sustained crisis

Front 36

Immediate crisis

Back 36

must work out a general plan plan in advance for how to react

Front 37

Emerging crisis

Back 37

challenge is to convince top management to take corrective action before it erupts

Front 38

Sustained crisis

Back 38

require diligent PR

Front 39

common mistakes in responding to crisis

Back 39

hesitation
obfuscation
retaliation
prevarication or equivocation
pontification
confrontation
litigation

Front 40

hesitation

Back 40

leads to public perception of confusion, callousness, incompetence, or lack of preparation.

Front 41

Obfuscation

Back 41

leads to the perception of dishonesty and insensitivity

Front 42

Retaliation

Back 42

increases tension and intensifies emotions rather than reducing them

Front 43

prevarication or equivocation

Back 43

creates the biggest problem, because nothing substitues for the truth; a lie or avoiding the unpleasant truth

Front 44

Pontification

Back 44

creates vulnerability by taking a high-handed approach without really dealing with the issue at hand

Front 45

Confrontation

Back 45

provides other visibility by keeping the issue alive, giving them a platform, and giving them more to respond to

Front 46

Litigation

Back 46

guarantees even greater visibility and may eliminate more reasonable solutions

Front 47

Crisis basics: identify , vulnerability

Back 47

__identify__ things that can go wrong and become highly visible; assess __vulnerabilities___ throughout the organization.

Front 48

Crisis basics:priorities

Back 48

assign __priorities___ based on which vulnerabilities are most urgent and most likely

Front 49

Draft QUESTIONS, ANSWERS, and RESOLUTION for each potential crisis scenario.

Back 49

Draft QUESTIONS, ANSWERS, and RESOLUTION for each potential crisis scenario.

Front 50

Focus on the two most important tasks

Back 50

_What to do AND what to say_ during the first critical hours following a crisis.

Front 51

guideline for what to do in crisis

Back 51

telephone call tree showing order in which key decision makers need to be informed

Front 52

guideline for what to say in crisis

Back 52

Q and As that list questions likely to be asked by reporters and other publics, as well as the appropriate answers to these questions, and standby statements that are stock organizational positions regarding possible scenarios, with situation-specific information left blank to be filled in once the crisis occurs

Front 53

Crisis basics: strategy

Back 53

develop a __stratergy_ to contain and counteract, not react and respond

Front 54

characteristics of a good PR plan

Back 54

supports a specific goal of your organization
stays goal-oriented
realistic
flexible
a win-win proposition
must be effectively sold

Front 55

why it is important for a PR plan to have both an action and communication strategy

Back 55

without communication, no one knows you're actions to resolve the crisis. without action, the crisis never gets resolved. you've just been having empty communication or lying

Front 56

action strategy

Back 56

what you actually do to resolve the crisis

Front 57

communication strategy

Back 57

communicating to your publics about what your actions are

Front 58

how does communication strategy support an action strategy?

Back 58

informing __internal_ and __external _ _target __ publics___ of the action
persuade those publics to ___support_ and __accept__ __the_ __action_
possibly __instruct___ the publics in skills needed to translate intention into action

Front 59

Framing the message OF the audience:

Back 59

*use the media most closely identified with the audience's ___position__
*use a communications source that enjoys a _high__ __credibility_ for the audience
*play down the differences between the _positions_ _of _ _the_ _communicators__ and those of the audience

Front 60

Framing the message FOR the audience:

Back 60

*seek __identification__ in vocabulary and _anecdote___ with the audience in an area removed from the issue
*establish the communicator's position as being the ___majority __opinion_, defining the majority from the audience itself

Front 61

Framing the message for the audience

Back 61

*bring the audience's __group_ __identifications_ into play when those will help develop a positive response. The converse is also true.
*modify the message to fit the _organizations ___ __needs__

Front 62

Who's affected in framing the message in media

Back 62

Audience impact

Front 63

how closely the audience relates to the news
(framing the message in media)

Back 63

Proximity

Front 64

which news source gets it out first
(framing the message in media)

Back 64

Timeliness

Front 65

celebrities interest large number of people
(framing the message in media)

Back 65

Prominence

Front 66

people are attracted to what is new, unique, unexpected
(framing the message in media)

Back 66

Novelty and oddity

Front 67

good v. evil. strikes, fights
(framing the message in media)

Back 67

conflicts and drama

Front 68

Semantics

Back 68

make sure the language translates accurately and properly represents the culture

Front 69

Symbols

Back 69

help to understand whatever is abstract, diffuse, or difficult

Front 70

stereotypes

Back 70

help fill in the gaps where facts and information may be limited

Front 71

Diffusion process

Back 71

refers to this process by which new ideas and practices are spread to members of a social system

Front 72

Diffusion: 5 stages of acceptance

Back 72

knowledge
persuasion
decision
implementation
confirmation

Front 73

Stage of acceptance : knowledge

Back 73

people learn about an innovation and gain understanding about what it is

Front 74

Stage of acceptance : persuasion

Back 74

potential adopters develop interest in the innovation. they seek more information and consider its general merits

Front 75

Stage of acceptance: decision

Back 75

potential adopters decide to adopt or reject the innovation after weighing its merits for its own situation

Front 76

Stage of acceptance: implementation

Back 76

those willing to try the innovation actually apply it to their situation

Front 77

Stage of acceptance: confirmation

Back 77

adoption is either reinforced or the decision to adopt is reversed

Front 78

Why do we plan?

Back 78

-To keep our actions in line with our organization’s Mission
-To secure needed resources
-To help us control our destiny
-To help us better understand and focus our research
-To allow effective management of resources

Front 79

Implementing the strategy: Seven Cs of PR

Back 79

1.Credibility
2.Context
3.Content
4.Clarity
5.Continuity and Consistency
6.Channels
7.Capability of the audience

Front 80

Messages framed to be

Back 80

1) newsworthy
2) understandable
3) immediately actionable

Front 81

Effective communication

Back 81

must be designed for a specific situation, time, place and audience
ex: fl health dpt,.

Front 82

Communication supports the action by

Back 82

•1) informing publics of the action
•2) persuading them to support/accept the action
•3) instructing how to translate intention into action

Front 83

Action strategy

Back 83

•Changes in policies, procedures, products, services, behavior.
•Adjustment and adaptation within the organization.

Front 84

Formative research

Back 84

conducted before and during the program

Front 85

Summative research

Back 85

conducted when you’re done to assess progress and document impact

Front 86

Before you evaluate you must

Back 86

1.Understand communication theory, and media and audience effects
2.Understand the difference between process (effort and output) and outcome (impact and effect)
3.Have SMART objectives
4.Be numerical as well as rhetorical

Front 87

10 steps of evaluation process

Back 87

1.Agree on the uses and purposes of research
2.Commit to evaluation and make research integral to the program
3.Develop consensus on evaluation research within the PR department
4.Write objectives in observable and measurable terms
5.Select the most appropriate criteria
6..Determine the best way to gather evidence
7.Keep complete program records
8.Use findings to manage the program
9.Report evaluation results to management
10.Add to professional knowledge

Front 88

3 levels of program evaluation

Back 88

•Preparation Evaluation- assesses quality and adequacy of info used to develop the program
•Implementation Evaluation- monitors effort andprogress as the program unfolds
•Impact Evaluation-documents the consequences of the programand provides feedback on the extent to which objectives and goals were achieved

Front 89

Research

Back 89

initiates, monitors, and concludes the problem–solving process

Front 90

FPRA

Back 90

—The Florida Public Relations Association
founded in 1938, by John Dillin
-Offer accreditation - the APR exam
- "united voice“ in Florida

Front 91

Prsa

Back 91

—Public Relations Society of America

Front 92

Vision

Back 92

To unify, strengthen and advance the profession
—Builds value, demand and global understanding for PR by:
◦Advancing the profession
◦Strengthening the society
◦Establishing Global Leadership
definition

Front 93

Practice of PR will continue to grow bc..

Back 93

Image and perception will be more and more recognized as the powerful forces they truly are