Interactions with opinion leaders.<\/li>\n<\/ul>\n\n\n\nTypes of Survey Samples
Census – 100% sample. X<300<\/p>\n\n\n\n
Probability Samples – Being chosen is equal or random<\/p>\n\n\n\n
Nonprobability Samples – an informal selection.<\/p>\n\n\n\n
*Convenience: intercept surveys<\/p>\n\n\n\n
*Quota: “10 of each audience”<\/p>\n\n\n\n
*Dimensional: “matches the dimensions”<\/p>\n\n\n\n
*Snowball: a few people know similar others. successive waves of questioning<\/p>\n\n\n\n
*Purposive: ID a sample that suits your purpose<\/p>\n\n\n\n
Public Opinion Process: Public Types
Constraint Recognition of Situation Sets. Publics can be grouped into four types:<\/p>\n\n\n\n
All-issue: active on all issues (NONPUBLICS)<\/p>\n\n\n\n
Apathetic: inattentive & inactive on all issues (LATENT)<\/p>\n\n\n\n
Single-issue: active on a limited # of issues (AWARE)<\/p>\n\n\n\n
Hot-issue: active after widespread media coverage (ACTIVE)<\/p>\n\n\n\n
Public Opinion Process: Eight Steps
AKA: Lang and Lang’s Collective Dynamics<\/p>\n\n\n\n
1) Existing mass opinion<\/p>\n\n\n\n
2) Issue<\/p>\n\n\n\n
3) Creates a public<\/p>\n\n\n\n
4) Public debate<\/p>\n\n\n\n
5) Time<\/p>\n\n\n\n
6) Public opinion<\/p>\n\n\n\n
7) Social action<\/p>\n\n\n\n
8) Mass sentiment<\/p>\n\n\n\n
Environmental Scanning
Monitoring organization’s internal and external environments for detecting “future” early signs of opportunities and threats that may influence its current and future plans.<\/p>\n\n\n\n
EX: Monitoring Facebook and meeting with parent groups to discuss COVID.<\/p>\n\n\n\n
“Info about events and relationships in a company’s outside environment, knowledge here assists top management in charting future course of action.”<\/p>\n\n\n\n
Formative & Descriptive Research
Formative – Gathering information to use before or program or making adjustments in a plan during implementation. “Make wise decisions.” Helps with planning the PR plan. Preliminary Work. Analyze: Situation, Organization, Publics.<\/p>\n\n\n\n
Descriptive – Collecting information that describes existing conditions, the status quo of individuals, or group opinions and behaviors. Used to test a theory or hypothesis.<\/p>\n\n\n\n
Omnibus Survey or Study is also called what?
“Subscription studies.”<\/p>\n\n\n\n
Centralized vs. Decentralized Decision Making
Centralized: “top-down” pyramid. Decisions are consistent. Facilitate coordination.<\/p>\n\n\n\n
Decentralized decision making distributes decision making across organizational units. Accountability and ownership.<\/p>\n\n\n\n
Commonly Used Financial Statements
Balance Sheet: “still photograph.” Shows assets, liabilities and capital (equity) on a specific date.<\/p>\n\n\n\n
Income (P\/L) Statement: “financial video.” Profitability of a business over a specified time. Shows net income.<\/p>\n\n\n\n
Statement of Cash Flow: “Financial video.” shows cash in and cash out. Required for public companies. Cash-flow statement shows actual numbers – it does not discuss future likely effects on cash flow.<\/p>\n\n\n\n
Line vs. Staff Management
Line: Product-producing and profit-producing functions that increase the bottom line.<\/p>\n\n\n\n
Staff: Provide advice and counsel to those in line management positions. (PR is here)<\/p>\n\n\n\n
Exchange vs. Communal Relationships
Exchange: strategic and utilitarian. Rely on persuasion.<\/p>\n\n\n\n
Communal: based on emotional ties, proximity, and geography. Two-way dialogue and survive disputes.<\/p>\n\n\n\n
Benefits of a Communications Audit
Results of a communication audit may be used to improve the content, design, and distribution of publications, or to revamp or discontinue communication vehicles that are not achieving desired results.<\/p>\n\n\n\n
Audience Theories (Social)
*Diffusion of Innovation: GOAL: Get early adopters to try and move up the system. Direct % change to get people onboard to get outcome down the road.<\/p>\n\n\n\n
*Social Exchange: People WANT to do something, but SOMETHING is standing in the way (money, time, resources).<\/p>\n\n\n\n
*Social Judgement: “Rose colored glasses.” People accept or reject messages to the extent that message content corresponds to each individual’s attitudes and believes and influences his or her self-concept.<\/p>\n\n\n\n
Attribution theory is to understand or explain circumstances, events or phenomenon, communicators assign (attribute) cause(s) to events.<\/p>\n\n\n\n
*Third-Person Effect: Lacks information but sees other sources. Latches onto mainstream news.<\/p>\n\n\n\n
*Identification: Reach different audiences by identifying with WHO they are<\/p>\n\n\n\n
Wilbur Schramm Model (A to B, B to A)
“Communication is something people do.”<\/p>\n\n\n\n
By analyzing and understanding the different frames of reference for each group, the PR professional can minimize communication barriers by finding common ground and building a messaging approach that resonates with both groups.<\/p>\n\n\n\n
Issues Management
*ID’s potential or emerging issues that may impact org.<\/p>\n\n\n\n
*Designs & deploys a strategic PR response (proactive)<\/p>\n\n\n\n
“Steering a boat”<\/p>\n\n\n\n
EX: Announced remote learning practice day in anticipation of school shutdown due to COVID.<\/p>\n\n\n\n
Benchmarking
A process by which a company compares its performance with that of high-performing organizations. Helps org interacts with its publics.<\/p>\n\n\n\n
Types of Formal & Informal Research
Formal (scientific, can be replicated): Surveys (telephone, mail, online\/email), content analysis, research databases, fact finding. All secondary research.<\/p>\n\n\n\n
EVERYTHING ELSE IS INFORMAL<\/p>\n\n\n\n
Informal (subjective & exploratory, pre-test): Focus groups, interviews (intercept, in-depth, phone), communications audit, compliant reviews, tracking calls, observations, advisory panels, community forums, media analysis, historical research<\/p>\n\n\n\n
BOTH: Online\/email surveys, Internet\/social media research<\/p>\n\n\n\n
Salience
An individual’s belief that an issue is important or relevant to him or her.<\/p>\n\n\n\n
Transmission \/ Media-Effect Theories<\/p>\n\n\n\n
*Agenda Setting: “I saw on the news\u2026” Make coverage makes it seem true (no behavioral change)<\/p>\n\n\n\n
*Two-Step Agenda Setting: “I trust Tom Brady because he shares my opinions.” Opinion leaders change opinions.<\/p>\n\n\n\n
*Cultivation: Mass media shapes perception. Too much TV is bad, makes it seem true. “Wildfires lighting up the world. Must mean the whole world is on fire.”<\/p>\n\n\n\n
*Magic Bullet: Media affects human behavior. “I saw an ad for Smokey Bear, and I will do my part to prevent wildfire.”<\/p>\n\n\n\n
Message Theories
*Framing: News reports say ONE thing, someone else calls it a DIFFERENT thing.<\/p>\n\n\n\n
9\/11 – “War on Terror” vs. “Criminal act.”<\/p>\n\n\n\n
*Rhetoric: Using a SPOKESPERSON to get communications out there. “Smokey Bear.”<\/p>\n\n\n\n
*Sleeper Effect: People go into “sleeper mode” of not liking something because they have ALWAYS not liked it.<\/p>\n\n\n\n
Communication Barriers
*Fuzzy language
*Misalignment of message
*History of distrust
*Distractions
*No credibility
*Unreliable media
*Captive audience
*Gatekeepers<\/p>\n\n\n\n
Open & Closed Systems
open systems interact with other systems (closed systems do not interact with other systems).<\/p>\n\n\n\n
Closed systems isolate internal units from the external environment. Asymmetrical worldviews reflect atop-down management approach. The organization sets goals and makes decisions without much input from workers. The organization gets what it wants without having to change the way it does business.<\/p>\n\n\n\n
Open systems allow interaction between units within an organization as well as input to the organization from external forces. Symmetrical worldviews reflect more bottom-up influences where managers develop a shared vision with workers.<\/p>\n\n\n\n
What is a Goal?
BEFORE A GOAL: Situational Analysis, Research, Problem Statement.<\/p>\n\n\n\n
*Long-term<\/p>\n\n\n\n
*Spells out overall outcomes.<\/p>\n\n\n\n
*Broader vision, “future state of being”<\/p>\n\n\n\n
*Directly related to the problem<\/p>\n\n\n\n
Situational Theory of Publics
People seek information when it is related to decisions that affect their attitudes.
PCL
Level of Involvement<\/p>\n\n\n\n
\n- Problem recognition (awareness)<\/li>\n\n\n\n
- Constraint recognition (can they do anything about it)<\/li>\n\n\n\n
- Level of involvement (impact on person’s life, connection to issue)<\/li>\n<\/ol>\n\n\n\n
Things you CAN measure in Evaluation Phrase
PR Outcomes<\/p>\n\n\n\n
*Knowledge gain<\/p>\n\n\n\n
*Opinion change<\/p>\n\n\n\n
*Attitude change<\/p>\n\n\n\n
*Behavior change<\/p>\n\n\n\n
*Repeated behavior<\/p>\n\n\n\n
*Goal achieved<\/p>\n\n\n\n
*Social and cultural change<\/p>\n\n\n\n
3 Types of Communication Crises
*Immediate: Sudden incident. Requires immediate action. Little time for research & planning (EX: School lockdown)<\/p>\n\n\n\n
*Emerging: Potential issue that could disrupt operations or affect reputation. Time for research & planning. (EX: School employees concerned about returning to school)<\/p>\n\n\n\n
*Sustained: Continued negative news coverage. Often follows immediate crisis. (EX: Threatening social media post by student continues to be reposted)<\/p>\n\n\n\n
Coorientation Model
Alleviate misperceptions
Improve understandings<\/p>\n\n\n\n
FOUR basic methods to determine PR budgets
1) Overall $$ available.
2) Competitive necessity of the PR function.
3) Specific tasks or goals set for PR function.
4) Excess money after expenses.<\/p>\n\n\n\n
Types of Employee Benefits
*Cafeteria Benefit Plans: Plans that allow employees to choose from a list of benefits such as pre-tax deductions.<\/p>\n\n\n\n
*Defined Benefit Plans: Plans promise employees specific monthly benefits, known as pension plans.<\/p>\n\n\n\n
*Defined-Contribution Plans: Creates individual plans for employees such as the 401(k) or 403(b).<\/p>\n\n\n\n
*Pension plan: Provide income after a set amount of service in an organization.<\/p>\n\n\n\n
*Roth Retirement Plans: Allow employees to contribute towards their own retirement<\/p>\n\n\n\n
after paying income on the money.<\/p>\n\n\n\n
Tactics vs. Activities
*Tactics: Specific elements of a strategy or tools.<\/p>\n\n\n\n
*Activities: These have dates, indicate who is in charge, and tell what outcome is expected (six meetings, four publications, three blog posts)<\/p>\n\n\n\n
7 Corrosive Behaviors Organizations Plan Against
1) Denial
2) Victim Confusion
3) Testosterosis
4) Arrogance
5) Search for the Guilty
6) Fear of the Exposure
7) Management by Whining Around<\/p>\n\n\n\n
Important Historical Figures
Seedbed (1900-1916)<\/p>\n\n\n\n
\n- Ivy Lee: “Declaration of Principles” Father of PR. Champion of ethics.<\/li>\n\n\n\n
- Theodore Roosevelt<\/li>\n<\/ul>\n\n\n\n
World War I<\/p>\n\n\n\n