Chapter 4 - Public Relations PDF

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Professor Erin Gilles...

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PR Publics Chapter 4  What is a Public? o Any group whose members have a common interest or common values in a particular situation  Political parties  Employees  Consumers  Stockholders  Reasons for Categorizing Publics o Provide insight on building productive relationship o Helps to learn from own and other experiences  Non/Traditional Publics o Traditional publics  Groups with which organizations have ongoing, long-term relationships  Don’t ignore these publics o Nontraditional publics  Typically, unfamiliar to an organization  Can be hard to study  Often emerge due to societal changes/trends  May transition to traditional publics later  Traditional Publics in PR o A for-profit organization can have dozens of primary publics. The most important public for government PR practitioners and constituents and voters  Latent, Aware, & Active Publics o Latent public  Group and organization values come in contact  Members haven’t yet realized it  Members are not aware of the relationship o Aware publics  Members are aware of the intersection of values  Member haven’t organized any response o Active public  Recognizes the relationships  Working to manage the relationship  Intervening & Primary/Secondary (know for test) o Intervening publics  Any public who helps you send messages to another public  Sometimes called “opinion leaders” o Primary publics  Affect organizations goal pursuits  They possess the must-have resources  Primary publics are of great importance

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o Secondary publics  Minimal ability to affect organizations goal pursuit  Practitioners build relationships if resources permit Internal/External Publics o Internal  Inside your organization  Employees are a primary internal public o External publics  Outside your organization  Can be a blurry distinction  Example: alumni were internal as students, now external, but may still feel internal  News media are external publics Domestic/International Publics o Domestic public  Those within your own country o International publics  Outside your country’s borders  Cross-cultural considerations  Blurred the line between the two groups  Social media is erasing some boundaries Social Exchange Theory o An exchange of resources occurs in successful relationships. Each party gets something that they need or want. As long as the benefits exceed the costs, the relationship continues. Parties may be looking for a better relationship.  Rewards – costs = profit Decision Makers o People who have the authority to dictate actions and establish policies for publics o May or may not be easily identifiable  Especially true without organization  Consumers  Social media users Demographics o Provable data:  Age, sex, income, education level, race, # of children… Psychographics o Data about what a public think, feels, and believes. Includes: political beliefs, religious beliefs, orientation toward technology, how they perceive money, etc. o Harder to collect than demographics – but valuable Co-orientation – 4 questions o What is our organizations view of this issue? o What is the particular public’s view of this issue?

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o What does our organization think the public’s view is? o What does the particular public think our organization’s view is? Employee Publics o Job satisfaction in United States  81% - overall satisfaction with their current job  83% - are determined to accomplish work goals  79% - have satisfactory co-worker relationship o Foundations of U.S. job satisfaction  One-quarter of employees feel overworked  One-third report lack of supervisor support  60% not highly engaged in their job duties Employee Publics o The most important public  Employees are the most important public  Employee desire for better supervisors o Millennials’ top values in life  Being a good parent  Having a successful marriage  Helping others in need  Owning a home  Living a religious life...