Public Relations & Reputation Management (S_PRRM1)
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Aantekeningen hoorcolleges Public Relations and Reputation Management
College 1
• Grunig à management of communication of the organization e.g. negotiation on pints of
view & bridging interests
• Gordon à the development of relationships to help communicate about an organization,
an issue, a person or a product
• Cutlip à management of a mutual understanding between organization and its publics
Public relations= defines the function or activity that aims to establish and protect the reputation
of a company or brand, and to create mutual understanding between the organization and the
segments of the public with whom it needs to communicate
• Reputation:
- Is the overall assessment of an organization by its stakeholders (van Riel & Fombrun,
2007)
- It represents the emotional reaction (good, bad, weak or strong) of customers, investors,
employees, and the public (Fombrun, 1996)
- It encompasses dimensions, such as product quality, innovation, investment value,
people management and responsibility
Corporate communication= a management function that offers a framework for the effective
coordination of all internal and external communication with the overall purpose of establishing
and maintaining favorable reputation with stakeholder groups upon which the organization is
dependent
• Public relations gebeurt tussen organisaties, media en stakeholders
• De eerste uitingen van public relations komen al van ver terug in de tijd, rondom oorlogen
in de vorm van propaganda etc.
Edward Bernays
• Considered to be the founding father of PR as a discipline
• Was the nephew of Freud and deeply influenced by this theories about the subconscious
• Introduced the concept of the focus group
1
,Public relations in the 1980s
Restructuring trend= all activities within an organization evaluated on the basis of what they
contribute to the organization
• Public relations start being recognized as a function the whole organization benefits from
(+)
• No consideration is given for the role of stakeholders (-)
Public relations in the 1990s
Strategic positioning= organizations use PR as a way to achieve a competitive corporate identity
• Communication professionals have the role to shape an organization’s brand, which can
be conveniently “positioned” within the minds of stakeholders
• Public relations become a crucial strategic tool for organizations to be more profitable (+)
• Stakeholders are considered passively, as receivers of messages that can easily be
controlled and managed (-)
Public relations in the 2000s
Stakeholder engagement= thanks to new media, stakeholders become real participants in an
organization’s public relations
• Old principles of strategic communication still apply, but the relationship with stakeholders
becomes a dialogue rather than a one-directional communication
• Stakeholders can be “activated” and become advocates for the organization (+)
• Organizations will be held to substantially higher standards of transparency and genuine
behavior (-)
Public relations today
• PR is more complex, technical and precise
• Divided into different areas, require different talents and specializations
• Driven by technological changes (new media)
2
,College 2 – Stakeholder Communication
CSR= Corporate Social Responsibility
A stake= a symbol for having an interest (monetary or otherwise) in something
A stakeholder= any group or individual who can affect or is affected by the achievement of the
organization’s purpose and objectives
Strategic management: two views
• The input-output model
- Theory à Neo-Classical Economic
- Main objective à Maximize profits
- Het stabiel blijven en maximale winst maken
- Assumes that the value of the organization is a pie, and that only the interests of those
who own a slice should matter
- That is why the input-output model is also called the share-holder model
- Je richten op dingen zoals duurzaamheid etc. zou je alleen maar afleiden van het doel
dat je hebt: zoveel mogelijk verkopen
3
, • The stakeholder model
- Theory à Socio-economic
- Main objective à Mediate between interests
- Geen winst meer maken, meer zorgen voor medewerkers en klanten, etc.
- Mediëren tussen iedereen die betrokken is bij de organisatie
- In dit geval is het focussen op bijvoorbeeld duurzaamheid een aanvulling op hoeveel je
verkoopt: je focust je op alles wat beter kan worden voor de klant en andere stakeholders
Stakeholder value model
Comparing models of strategic management
Input-output model
• Stakeholders depend on organization
• Only shareholders are considered legitimate
• Reasons for relations à instrumental (a means to an end)
Stakeholder model
• Mutual dependence between organization and stakeholders
• Equal importance of shareholders and stakeholders
• Reasons for relations à instrumental (a means to an end) and normative (it is the right
thing to do)
4
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