HELLOOOOW CAN ANYONE HEAR ME!!!!!!
'Ever tried to say something and no one was listening to you?'
This question draws to my next discussion: audiences, stakeholders, publics whom I believe are very fundamental to the core existence of public relations.
The manner in which a PR practitioner plans all communication and conducts public relations heavily depends in having a clear knowledge of stakeholders, publics and audiences. Therefore, communication messages should be structured in a manner that the message is received and understood by the intended recipient.
CAMPAIGNS:
Tench and Yeomans argue that theories, concepts and models of audiences, stakeholders or publics, public relations communication are important because they help practitioners understand and explain the public relations campaigns and the situations these campaigns address.
It may seem fairly obvious then that a practitioner may not deliver a succesful campaign without having a good relationship and understanding with the audiences. It is also important to note that there are overlapping relationships - for example, employees can be customers/shareholders.
When planning fofr a campaign there are various ways of analysing or segmenting stakeholders. It could either be the most usual Broom and Dozier (1990) method of:
demographic
psychographic
geographic
organisational membership
covert power
role in decision makig
influencers
opinion formers
decision makers
Grunig and Hunt's situational theory can be a bit challenging to use when planning a campaign and it involves analysing publics in this format:
Non public - these are people who have no knowledge about an issue and basically don't care
Latent public - vaguely understand an issue but not sure if they want to do something about it
Aware public - know about a situation but not sure if they want to do something about it
Active public - are aware of an issue and want to do something about it
I think its easier to influence the latent and aware publics because a practitioner may stand a chance of influencing and changing behaviour and perception as opposed to trying to engage the active public. The active public might be resistant and not accept change.
Grunig (126) describes stakeholder more symmetrical as ‘groups of individuals whose interests coincide in one or more ways with the organization with which the public relations practitioner is dealing. ‘A typical stakeholder map for a corporation contains owners, consumer advocates, customers, competitors, the media, employees, special interest groups, environmentalists, suppliers, governments, and local community organizations.
Grunig and Repper (1992) sees communication at the stakeholder stage as helping to develop the stable, long-term relationships that an organization needs to build support and to manage conflict when issues and problems arise.
Grunig (p128) says that publics seem to have moved from being latent to active and organizations have little choice other than to communicate with them. Members of active publics affect organizations because they engage in individual behaviors to do something about the consequence of organizational actions.
'Ever tried to say something and no one was listening to you?'
This question draws to my next discussion: audiences, stakeholders, publics whom I believe are very fundamental to the core existence of public relations.
The manner in which a PR practitioner plans all communication and conducts public relations heavily depends in having a clear knowledge of stakeholders, publics and audiences. Therefore, communication messages should be structured in a manner that the message is received and understood by the intended recipient.
CAMPAIGNS:
Tench and Yeomans argue that theories, concepts and models of audiences, stakeholders or publics, public relations communication are important because they help practitioners understand and explain the public relations campaigns and the situations these campaigns address.
It may seem fairly obvious then that a practitioner may not deliver a succesful campaign without having a good relationship and understanding with the audiences. It is also important to note that there are overlapping relationships - for example, employees can be customers/shareholders.
When planning fofr a campaign there are various ways of analysing or segmenting stakeholders. It could either be the most usual Broom and Dozier (1990) method of:
demographic
psychographic
geographic
organisational membership
covert power
role in decision makig
influencers
opinion formers
decision makers
Grunig and Hunt's situational theory can be a bit challenging to use when planning a campaign and it involves analysing publics in this format:
Non public - these are people who have no knowledge about an issue and basically don't care
Latent public - vaguely understand an issue but not sure if they want to do something about it
Aware public - know about a situation but not sure if they want to do something about it
Active public - are aware of an issue and want to do something about it
I think its easier to influence the latent and aware publics because a practitioner may stand a chance of influencing and changing behaviour and perception as opposed to trying to engage the active public. The active public might be resistant and not accept change.
Grunig (126) describes stakeholder more symmetrical as ‘groups of individuals whose interests coincide in one or more ways with the organization with which the public relations practitioner is dealing. ‘A typical stakeholder map for a corporation contains owners, consumer advocates, customers, competitors, the media, employees, special interest groups, environmentalists, suppliers, governments, and local community organizations.
Grunig and Repper (1992) sees communication at the stakeholder stage as helping to develop the stable, long-term relationships that an organization needs to build support and to manage conflict when issues and problems arise.
Grunig (p128) says that publics seem to have moved from being latent to active and organizations have little choice other than to communicate with them. Members of active publics affect organizations because they engage in individual behaviors to do something about the consequence of organizational actions.
No comments:
Post a Comment