企業(yè)公關(guān)英文

CORPORATEPUBLICRELATIONSDEFININGTHEPARAMETERSDefiningcorporatepublicrelationsItisdifficulttofindauniversallyaccepteddefinitionof

corporatepublicrelations

whichdefinestheparametersofthefunction.corporatepublicrelations

isperhapsbestunderstoodasthe

‘umbrella’

functionembracingtherangeofcommunicationsfunctionsconcernedwithmanaginganorganisation’srelationshipswithallstrategicallyimportantstakeholdergroups-thosegroupsthatmightlimittheautonomyoftheorganisationorwhoareaffectedbytheorganisation’sactions.Suchstakeholdergroupsmaybequitediverseinnaturebutbroadlyincludethefollowingmajorgroups:CustomersEmployeesInvestors/FinancialcommunityRelevantcommunitiesSuppliersTradeintermediaries/RetailersGovernment/RegulatorsHerecommunicationfunctionsmaybeorganisedaroundeachofthesemajorgroups.Eachofthesestakeholdergroupsmayholddifferingexpectationsofacompany/organisationandhence,judgeanorganisationaccordingtodifferingcriteria.ExampleInvestors

expectsoundmanagementandfinancialperformance,whereas

customers

wantreliableproductsandservicesand

employees

expectgoodworkenvironmentsandtobetreatedfairlyandhonestly.Balancingthesedifferentdemandscanprovedifficult,particularlyintheshortterm.ExampleIecurity.EquallyorganisationsmayhavetoprioritisewhichofthesegroupsitneedstocommunicatewithatdifferenttimesoratleastwhichitwilldevotethemostattentiontoThismayinvolveassessingwhichgroupsholdthegreatestpowerand/orhavethegreatestinterestinparticularissuesandwhothereforerequirethegreatesteffortandconverselywhichcanbegivenlessattentionorignored.KeyPlayersKeepInformedHardesttoreachataminimumKeepSatisfiedInterestMatrix

LevelofInterestHighLowHighLowMinimalEffortPowerConfusionoverFunctionalTitlesNowadaysitiscommontofindarangeoftitlesusedtodesignatethe

corporatePRfunction;corporateaffairs,publicaffairs,externalaffairsandincreasingly-

corporatecommunications.Indeeditisincreasinglyraretofindtheterm

“corporatepublicrelations”

usedasthefunctionaltitle.Thisislargelyduetothenegativeconnotationsoftenassociatedwiththeterm

“PR”

whichtendstobeassociatedwiththemanipulationofthemedia,‘spin'andtacticalpublicitywork.However,atleastconceptually,publicrelations

istheappropriatetermtodescribetherangeofcommunicationactivitiesconcernedwithmanagingrelationshipswithanorganisation’spublics.AuthorssuchasArgenti(1998)seepublicrelationsasalargely

tacticalactivity

outofwhichmoresophisticatedcorporatecommunicationsdepartments

havegrownsincethe1970sinresponsetothemorechallengingenvironmentsinwhichorganisationsoperatenowadays.HereArgentiassociatesPRprimarilywith

mediarelationsactivitywhereasheseecorporatecomms.asa

strategic

communicationfunction.Blauw(1994)definescorporatecommunicationsas;“theintegratedapproachtoallcommunicationproducedbyanorganisation,directedatallrelevantgroups”Jackson(1987)suggests;“Corporatecommunicationisthetotalcommunicationactivitygeneratedbyacompanytoachieveitsplannedobjectives”&vanRiel(1992)suggests[adapted];CorporatecommunicationisaninstrumentofmanagementbywhichallconsciouslyusedformsofinternalandexternalcommunicationareharmonisedeffectivelytocreateafavourablebasisforrelationshipswithkeytargetgroupsvanRiel(1992)suggestthat

corporatecommunication

integratesthreemainformsofcommunicationinorganisations:Managementcommunication:

seniormanagementcommunicationwithinternal&externaltargetgroupsMarketingcommunication:

communicationwithtargetmarkets/customergroupsOrganisationalcommunication:

comprisingpublicrelations,investorrelations,corporateadvertisingetcHeretheterm““organisationalcommunication”isusedtorefertoallformsofcommunicationsotherthanmarketingcommunications-whatpublicrelationsscholarswouldnormallyseeasthedomainofpublicrelationsandpublicaffairs.ThusvanRielviewspublicrelationsasanarrowersub-setoforganisationalcommunicationvanRiel’’sargumentisthatthefailuretointegratethesecommunicationfunctionleadstoafragmentationofthemessagescommunicatedbytheorganisationandhearguesthatthetotalcommunicationeffortneedstobemanagedcollectivelytoachieveacoherentcommunicationspolicy.HerevanRielemphasisestheneedtoorchestrateallcommunicationtowardsacoherentwholewhichheseesasdirectingacompany’scommunicationspoliciesfromwithinacorporatestrategy-corporateidentity–corporateimagetriangle.Hesuggeststhatthecommunicationsspecialismsjointlydevelopcommonstartingpoints[CSP]fromthechosencommunicationsstrategy,whichisitselfderivedfromthecompany’sactualanddesiredidentityandcompanyimage.TheseCSPsrepresentthecentralvalueswhichunderpinandguideallcommunicationsactivity.StrategyIdentityImageCSPsManagementCommMarketingcommsOrganisationalCommsTheseCSPsvanRielsuggestscanbedefinedatbothanorganisationallevelandalsoforeachbusinessunit.Inbothcasestheyaredefinedintermsof:Whateachorganisation/businessunitpromisestoitsstakeholders…Howtheyintendtoprovethis……&...Whattoneofvoicewillbeusedtocommunicatethemessage.Morespecificcommunicationsplansarethendrawnupdetailingtheknowledge,attitudesandbehaviourthattheplansareintendedtoproduce.HowevervanRielacknowledgesthatcorporatecommunicationshouldnotbeseenasanewdiscipline,ratheranewwayoflookingatcommunication.Heviewscorporatecommunicationascloselyboundupwiththeconceptsofcorporateidentityandimageinthatcorporatecommunication[inallitsforms]isthechief[controlled]meansbywhichanorganisation’’sidentityiscommunicatedtoexternalgroupsandthusinfluencestheimagethattheyholdofit.Whyisthecommunicationfunctionincreasinglyrecognisedasvitaltoorganisationalsuccess?Nowadaysitisgenerallyacceptedthatorganisationsfacegreaterchallengesinpursuingtheirgoalsthanwasthecaseperhaps20yearsago.Thefactorswhichhavesoradicallychangedattitudestowardscommunicationinclude:GreaterscepticismandhostilitytowardsbigbusinessMoresophisticatedandpowerfulconsumergroupsGlobalisationofthemediaandmoreintrusivemediareportingMorepowerfulandsophisticatedactivistsgroupsIncreasingregulationofbusinessreflectingsociety’’schangingexpectationsofbusinessBettereducatedandmoredemandingemployeesGreateracceptancebymanagementoftheneedforbigbusinesstoactasmoreresponsiblecorporatecitizensWhatactivitiescomprisethecorporatePR/corporatecommunicationsfunction?Theactivitiesorsub-functionswhicharenormallyseentobepartofthecorporatePR/Commsfunctionmayvaryfromorganisationtoorganisation,dependingonthethewaythecommunicationsfunctionisstructuredandtheperceivedneedsoftheorganisation,intermsof[corporate]communications.Here,therangeofsub-functionsthatmightbefoundinarelativelylargeorganisation’’scorporateComms.departmentmightinclude:TheRangeofSub-FunctionsthatmightcomeundertheUmbrellaofCorporatePR/CommunicationsMediarelationsEmployeecommunicationCorporateadvertisingCommunityrelationsInvestorrelations/FinancialPRIssuesmanagementCorporateidentitydesignCrisiscommunicationSpeechwritingCorporateDonations/SponsorshipEnvironmentalmanagementGovernmentrelationsBrandandmarket-relatedcommunicationsTheextenttowhichthesefunctionsexistwilldependtoalargedegreeonthesizeandstructureoftheorganisationandofthePR/CommsDept.itself.Eveninrelativelylargeorganisations,theremaybeonlyarelativelysmallteamofpractitionersresponsibleforcarryingoutallthecommunicationsactivitiesratherthanhavingspecialistsresponsibleforeachsub-function.ThisisparticulartrueofUKorganisationswherethecorporatePR/comms.functionisstillatarelativelyearlystageofdevelopment.WherelargercorporatePR/Commsfunctionsdoexist,themajorityofthestafftendtobeengagedinmoretacticalmediarelations/publicitywork.AtDiageoaleadinginternationalpremiumdrinksgroup,thecorporatecommunicationfunctioncomprisessome23peopleinthegroupHQfunctiondividedbetweenfiveareas:ExternalcommunicationsInternalcommunicationsBrandandmarketteamCorporatecitizenshipScottishoperationsTheHQfunctionissupportedbyregionalfunctionsorganisedaroundthekeygeographicalmarkets/businesses.AtStandardandCharteredBanktheHQCorporateAffairsdepartmentiscomprisedofonly9staff,althoughtherearesome45+peopleworkingincorporateaffairsinseparatebranchofficesbasedinAfrica,AsiaandEurope.AtManchesterAirportthecorporateaffairsdepartmentcomprisessome14/15staffwhoareresponsibleformediarelations,employeecommunications,partnerbusinesscommunications,communityrelationsandpublicaffairs.InrecentyearstherehasbeenatrendtowardsdownsizingcentralisedfunctionsinallfieldsandthistrendhasbeenseeninthePRCorporateCommsareawhereorganisationsseemtoberelyingincreasinglyonarelativelysmallteamofin-housepractitionerswhohandlethemore‘strategic’’aspectsofthework,issuesmanagement,commsplanning,governmentliaison,etc.Externalagenciesmaythenbeemployedtosupportthetacticalimplementationofcommunicationprogrammes.ConceptualisingtheCorporateCommunicationsprocess:Severalmodelshavebeenadvancedtohelpconceptualisetheroleandprocessofcorporatecommunications.Thesemodelsemphasisetheimportanceofanalysingtherelationshipsbetweenorganisationsandtheirstakeholdersandtheconsequencesoftheirrespectivebehaviours/actionfortheotherparty(ies).Herecorporatecommsservesasamediatingforcetohelpcreateunderstanding,buildrelationshipsandresolvepotentialconflict.OrganisationOrganisationalgoalsOrganisation’spositionandimageWhatactionisrequiredfromeachofitsstakeholdersMessages/ImagesContent/structureofmessagesChannelselectionStakeholdersDefiningkeystakeholdergroupsStakeholderperceptionsoftheorganisationAttitudes/behaviourtowardsissues/org’sstanceonissuesconsequencesStakeholderresponsesOutcomesdidthestakeholdersrespondinthewaydesired?consequencesStrategicCorporateCommunicationModelAdaptedfromArgenti(1998)ManagementDecisionsPublicsBehaviourofPublicscreatesIssuesOrganisationalReputationAchievementofOrg.GoalsRelationshipoutcomeConsequencesConsequencesCrisismanagementCommsProgrammesRelationshipMgtConflictMgtModelofStrategicManagementofPR/CorporateCommsNoconsequencesAnotherwayofthinkingaboutthescopeoftheworkofthecorporatePR/Commsfunctionistoconsidertheareasof‘domains’’withwhichtheorganisationmayinteract.Eachofthese‘‘domains’’focusaroundparticularsetsofstakeholdersandmaygiverisetodifferingsetsofissuesthattheorganisationhastoaddress.Herethe‘communicationsdomain’’isseenasthelinkingmechanismthroughwhichtheorganisationrespondstotheissues/challengesthatmayemergefromeachoftheotherdomains.OrganisationCOMMUNICATIONSDOMAINCorporateidentityMediarelationsCorporateadvertising/communicationsFinancialDomainFinancialperformanceInvestorrelationsTakeovers/mergersBusinessDomainCustomerrelationsTraderelationsSupplierrelationscompetitionPoliticalDomainLegislationRegulatoryissuesEUdirectivesEmployeeDomainEmploymentpoliciesTradesunionsEqualopportunitiesRestructuringCommunityDomainCorporatecitizenshipCommunityrelationsCorporateresponsibilityEnvironmentalDomainEnvironmentalpoliciesConservationissuesEnv.pressuregroupsThekeydomainsofthecorporatePRfunction;InterrelationshipofareasofconcernExamplesofCorporatePRCommsActivityHandlingtheintroductionofanewcorporateidentityHelpingtomanagemajorcorporaterestructuringDesignandmaintenanceofinternalcommunicationssystemsSupportingbusinessexpansionthroughbuildingtheorganisation’scorporate/brandreputationDefendingtheorganisationfromcriticismbyexternalbodies/mediaManagingcorporatedonations&corporategiving.(CSR)Developinglocalcommunityrelationsprogrammes(CSR)Buildingrelationshipswiththefinancialcommunity/media/CityHandlingthereleaseoffinancialresultsHelpingtodefendthecompanyduringhostiletakeover9、靜靜夜夜四四無無鄰鄰，，荒荒居居舊舊業(yè)業(yè)貧貧。。。。12月月-2212月月-22Saturday,December31,202210、雨雨中中黃黃葉葉樹樹，，燈燈下下白白頭頭人人。。。。02:13:1402:13:1402:1312/31/20222:13:14AM11、以我我獨(dú)沈沈久，，愧君君相見見頻。。。12月月-2202:13:1402:13Dec-2231-Dec-2212、故故人人江江海海別別，，幾幾度度隔隔山山川川。。。。02:13:1402:13:1402:13Saturday,December31,202213、乍見翻翻疑夢，，相悲各各問年。。。12月-2212月-2202:13:1402:13:14December31,202214、他鄉(xiāng)生白白發(fā)，舊國國見青山。。。31十二二月20222:13:14上上午02:13:1412月-2215、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。十二二月月222:13上上午午12月月-2202:13December31,202216、行動(dòng)出出成果，，工作出出財(cái)富。。。2022/12/312:13:1402:13:1431December202217、做前，，能夠環(huán)環(huán)視四周周；做時(shí)時(shí)，你只只能或者者最好沿沿著以腳腳為起點(diǎn)點(diǎn)的射線線向前。。。2:13:14上午午2:13上午午02:13:1412月-229、沒有有失敗敗，只只有暫暫時(shí)停停止成成功??！。12月月-2212月月-22Saturday,December31,202210、很多事情情努力了未未必有結(jié)果果，但是不不努力卻什什么改變也也沒有。。。02:13:1402:13:1402:1312/31/20222:13:14AM11、成功就就是日復(fù)復(fù)一日那那一點(diǎn)點(diǎn)點(diǎn)小小努努力的積積累。。。12月-2202:13:1402:13Dec-2231-Dec-2212、世間成成事，不不求其絕絕對圓滿滿，留一一份不足足，可得得無限完完美。。。02:13:14