Handbook of Corporate Communication and Public ... - Blogs Unpad

expected evolution, may be adjusted so as to
contribute to the success of the Olympic
Games.
Public relations involves research and
analysis, policy formation, programming,
communication and feedback from a variety
of publics. The perplexed nature of the field
and the sensitivity that characterizes transactions
with a public make a PR strategy plan
and implementation an absolute necessity for
an organization, especially a large-scale one,
such as an organizing committee for the
Olympic Games. Despite the extensive organizational
PR literature and the post-Games
reports presenting the PR approach undertaken
by organizing committees for the
Olympic Games, there is a lack of comparative
and evaluative research among these.
Public relations in the organization
committees 1980–2000
Los Angeles 1984
The PR department of the Los Angeles Olympic
Games Organizing Committee (LAOOC),
was formed in late 1979 and included six
different sub-programmes that played a
key role in shaping popular public opinion
for the Games (LAOOC, 1984). These subprogrammes
were: community relations division,
public information division, audiovisual
division, speakers bureau, Olympic spirit team
and publications division. Several other operating
departments within the OCOG, many
of which had their own public relations or
publicity staff, supplemented the work of
these PR department divisions.
The PR programme of the LAOOC was generally
designed to keep people informed of
what the OCOG was doing rather than to sell
the Games. The philosophy of the OCOG was
that the Games would spontaneously sell
itself, as the world’s most anticipated sporting
event. The structure and responsibilities allocated
in LAOOC were clear and based on a
thorough organizational planning. The projects
that contributed the most to the overall
success of the Organizing Committee’s PR
programme were the public information and
the speakers bureau.
Members of the speakers bureau played
a vital role in shaping the positive feelings of
the people of Los Angeles, which culminated
in their enthusiastic support, and resulting
success of the Games. The Olympic spirit
team, which made systematic use of former
Olympians, an idea originally launched from
the Munich organizers back in 1972, was also
a success. The individuals making up the
group not only had considerable media
appeal, but they were strongly motivated,
articulate and enthusiastic, able to inspire
many youngsters, volunteers and entire communities
by giving their time and energy to
promoting the Olympic Games.
What is remarkable for the Los Angeles PR
implementation is the fact that importance
was given to developing a two-way communication
programme, for the first time in
Olympic Games PR history. The structure of
the PR department contributed to that. The
public information division filled a need for
more direct contact with southern California
residents by creating a telephone hotline
that the public could call to voice concerns,
ask questions or offer support. The speakers
bureau and the Olympic spirit team offered
even more personal contact by dispersing staff
members and Olympians to share information
and experiences with the public. The Los
Angeles Games were of decisive importance
to Olympic PR evolution, as they applied a
© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors