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PR > quiz 3 > Flashcards

quiz 3 Flashcards

1
Q

internal communication

A

communication between the people within an organization, like between employees and their boss

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2
Q

employment trends

A

Today’s employee pool is more female, diverse, ambitious, and less complacent and loyal to the company than in the past.

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3
Q

Benefits of employee Relations

A

• Melding of interests and increased cooperation can lead to a sort of ‘workplace democracy’
• Satisfied employee = happier customer
• One clear voice
o Employees are seen as ambassadors
• Companies that communicate effectively with workers, financially outperform those that don’t

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4
Q

employee relations best practices

A

• Employees should be the first to know
o Info direct from organization to employer
• Be truthful – tell the good and the bad
o Builds trust and credibility
• Timeliness
o This prevents rumors to grow and get on social media

• Address what is important to employees
o Show appreciation
o Promote shared values
o Allowing employees to express dissent
• Be aware of diversity – not single employee public
o Tailor messages to reach all subgroups
• Use trusted media
o Deliver info on convenient platform
o Mix methods – not just email!!
o Get feedback = comms audits

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5
Q

S-H-O-C approach

A 
This is communication that is...
        Strategic
        Honest 
        Open 
        Consistent
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6
Q

employee relations tactics

A 
•	Face-to-face communication 
•	Intranet 
•	Print publications 
•	Suggestion box 
•	Town hall meetings 
•	Internal videos 
•	Bulletin boards (not every 
        employee sits at a desk & 
        computer!)
•	Grapevine 
	Despite PRs best effort,     
        people still get most info 
        through the grapevine – use 
        it as an advantage!
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7
Q

internal communication audit

A

Asks four questions:

  1. How do internal communications support the mission of the organization?
  2. Do internal communications have management’s support?
  3. Do internal communications justify the expense?
  4. How responsive to employee needs and concerns are internal communications?
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8
Q

CSR

A

Corporate Social Responsibility

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9
Q

community relations strategy

A

Defensive: guarding against negative acts
• Proactive: being a leader in positive acts that appeal to key publics
• Maintenance: finding ways to retain relationships with publics not currently key, but still able to influence your reputation through expression of their perceptions of you

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10
Q

community relations objectives

A
  1. good corporate citizenship like opening the business facilities to the public
  2. becoming part of the fabric of the community like having social projects for the community
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11
Q

community expectations

A

Many publics now expect more – social and political action

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12
Q

corporate expectations

A
  • Adequate municipal services
  • Fair taxation
  • Good living conditions for employees
  • Good labor supply
  • Support for the business and its products
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13
Q

web communities

A
  • Virtual communities via brand or other organization
  • Promotes social good
  • Community managers
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14
Q

government comms

A
    1. Federal gov’t: examples are Congress and the President
    1. Gov’t agencies: examples are the CDC and FDA
    1. State & local gov’t: examples are PA DMV & Springfield Township School Board
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15
Q

Gillette Amendment

A

1913 - made it so no publicity expert can work in government. To this day, no one in gov holds a “PR” title

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16
Q

press secretary

A

B/c of the Gillette Amendment, there are people in gov who are press secretaries, not PR experts, but this person still does PR for the gov. This position specifically communicates the President’s policies and practices to the public.

17
Q

State & Dept of Defense comms

A

State comm dept = United States Information Agency (USIA)
Goal = support democracy, support a positive US image abroad
Tactics = radio, film/tv, internet, media, education

Defense comm dept = American Forces Information Service (AFIS)
Goal = ongoing info about military operations, embedding reporters in combat, recruiting, Hollywood liaisons
Tactics = film/tv, media, sports events w/ “Paid Patriotism”

18
Q

lobbying

A

Gov relations deals in lobbying which is informing & persuading politicians on how to form policy/create laws

19
Q

Political Action Committees

A

A.K.A. PACs, these groups give funding to political lobbying and to promote political candidates to office

20
Q

doubt strategy

A

Manufactured uncertainty to show that consensus isn’t there over a specific topic

21
Q

Frank Statement to Cigarette Smokers

A

Used the doubt strategy to cast doubt on the research that said cigarettes cause cancer.

22
Q

Advancement of Sound Science Coalition

A

Industry-funded lobby group to fight tobacco legislation that utilized info laundering and a decentralized launch to avoid cynical reports from the media and to “remove any possible link to” the company of Philip Morris

23
Q

Sound science vs junk science

A

Sound science is real science and junk science is science that isn’t “real”

24
Q

Global Climate Coalition

A

Was an international lobbyist group of businesses that opposed action to reduce greenhouse gas emissions and publicly challenged the science behind global warming.

25
Q

Global Climate Task Force

A

1998, ExxonMobil and the oil industry.
1. Average citizens “understand” (recognize) uncertainties in climate science; recognition of uncertainties becomes part of the ‘conventional wisdom’
2. Media “understands” (recognizes) uncertainties in climate science
3. Media coverage reflects balance on climate science and recognition of the validity of viewpoints that challenge the current conventional wisdom
Industry senior leadership understands uncertainties in climate science, making them stronger ambassadors to those who shape climate policy
4. Those promoting the Kyoto treat on the basis of extreme science appears to be out of touch with reality”

26
Q

doubt strategy tactics

A

Info laundering, echo chamber, scientific spokespeople

27
Q

crisis communication

A

perception management – you can’t manage external influences, you can only control your response

28
Q

issues management

A
  • Anticipate emerging issues
  • Identify issues selectively
  • Deal with opportunities and vulnerabilities
  • Create an Action timetable
29
Q

crisis communication planning

A

• Dedicated team with clear roles and responsibilities for crisis management, response, and communication
• Complete internal and external stakeholder audit, including preferred communication channels
• Designated and train spokespeople
• Prepared materials that can be customized and distributed using predetermined communication channels  this is where PR writing comes in
• A monitoring and listening process to understand the issue
o Once plan is in place, refresh it through drills and practice

30
Q

crisis communication best practices

A
  1. Get the news out immediately!
  2. Make sure info is accurate and detailed
  3. If necessary, express apologiy in public
  4. Humor often makes the crisis worse
  5. If reputation already exists, don’t make it worse
  6. Don’t overlook internal comms
  7. Be sensitive about running other marketing efforts during crisis
31
Q

types of crises

A
  1. Acts of God
  2. Mechanical problems
  3. human error
  4. management decisions, actions, or in-actions
32
Q

organizational apologies

A

Asks:

  1. Was there a violation, whether real or perceived?
  2. Was it core to our promise or mission?
  3. How will the public react?
  4. Are we committed to change?

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