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

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

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1-way mandate from HQ 24% Local unit decision with HQ input 24% Figure 26.4 Strategic decision making Local units act autonomously 24% Joint decisions HQ and units 28% great distance from headquarters feel starved of information. Finally, he is the coach and inspiration who transmits that most indefinable but, arguably, most important element: the corporate culture. Qualities of good PR consultants Over and above the qualities needed by all PR practitioners, the following are those required of agency executives: • Observe the successes and failures of techniques employed for other clients and bring this knowledge and experience to bear for the benefit of clients you are currently serving. Achieve mastery and knowledge of the subcontracting services available to the agency that will benefit clients. • Use the resources and expertise of other professionals within the agency when faced with a complex problem. • Sharpen your creative edge by maintaining regular contact with other professionals in the firm. • Maintain strong powers of analysis, presentation and creativity, because an agency has to sell its services in competition with other agencies. In short, consultants have to win the right to practise public relations. • Understand budgeting and business management, vital elements for a career in a PR organization. • Keep abreast of media developments, new communication techniques and the current mood of public opinion on a variety of issues, if your advice is to be valued as smart, objective and reliable. • Manage your own time expertly, allocating it appropriately among client contact, programme execution, monitoring results, reporting to the client and maintaining direct contact with the media and other publics. • Though difficult, the right time blend must be achieved because the client pays for a combination of expertise and time. © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors

CHAPTER 27 Ethics and the corporate communicator Albert S. Atkinson What is understood by the word ethics Critically, what contribution does a corporate communicator make to the ethical debate within today’s company boardrooms Here, the author charts the historical role of corporate communicators in ‘creating a soul’ for the company; and the specific role played by corporate communication officials in the financial reporting of companies. The events of Enron and other high profile scandals have raised the spectre of corporate greed and the lack of corporate governance as primary reasons for the collapse of organizations, with much of the criticism directed at accounting firms and their procedures for monitoring business. Whilst the accounting world is now actively addressing financial issues derived from these scandals, there are nevertheless clear lessons to be learned by corporate communication professionals, both in-house and outsourced. A consideration of ethics based upon the definitions below requires some consideration of conduct and morality. (‘Ethics’ – 1. the study of standards of conduct and moral judgement; moral philosophy. 2. a treatise on this study; book about morals. 3. the system or code of morals of a particular philosopher, religion, group profession, etc.) It is a concept that is difficult to discuss and while there is immediate understanding of when it is lacking, its presence is often viewed as naive or weak. While much of the trust upon which transactional business is based relies upon its existence it does not occupy a significant place in the business school’s focus. It would appear that perhaps more attention should be paid to incorporating ethics into our everyday business activity. The fall of the dot.com industries and such giants as Enron, WorldCom, Global Crossings, Quest Communications International, Inc., Tyco and so many other firms, during the years 2000 and 2001, has brought forth a plethora of disclosures of corporate wrongdoing. Much of this is attributed to the failure of accounting firms and corporate boards to exercise appropriate governance. During this time much discussion has centred on the © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors

1-way m<strong>and</strong>ate<br />

from HQ<br />

24%<br />

Local unit decision<br />

with HQ input<br />

24%<br />

Figure 26.4 Strategic decision making<br />

Local units act<br />

autonomously<br />

24%<br />

Joint decisions<br />

HQ <strong>and</strong> units<br />

28%<br />

great distance from headquarters feel starved<br />

<strong>of</strong> information. Finally, he is the coach <strong>and</strong><br />

inspiration who transmits that most indefinable<br />

but, arguably, most important element:<br />

the corporate culture.<br />

Qualities <strong>of</strong> good PR consultants<br />

Over <strong>and</strong> above the qualities needed by all PR<br />

practitioners, the following are those required<br />

<strong>of</strong> agency executives:<br />

• Observe the successes <strong>and</strong> failures <strong>of</strong> techniques<br />

employed for other clients <strong>and</strong><br />

bring this knowledge <strong>and</strong> experience to<br />

bear for the benefit <strong>of</strong> clients you are<br />

currently serving. Achieve mastery <strong>and</strong><br />

knowledge <strong>of</strong> the subcontracting services<br />

available to the agency that will benefit<br />

clients.<br />

• Use the resources <strong>and</strong> expertise <strong>of</strong> other<br />

pr<strong>of</strong>essionals within the agency when<br />

faced with a complex problem.<br />

• Sharpen your creative edge by maintaining<br />

regular contact with other pr<strong>of</strong>essionals<br />

in the firm.<br />

• Maintain strong powers <strong>of</strong> analysis, presentation<br />

<strong>and</strong> creativity, because an<br />

agency has to sell its services in competition<br />

with other agencies. In short, consultants<br />

have to win the right to practise<br />

public relations.<br />

• Underst<strong>and</strong> budgeting <strong>and</strong> business<br />

management, vital elements for a career<br />

in a PR organization.<br />

• Keep abreast <strong>of</strong> media developments,<br />

new communication techniques <strong>and</strong> the<br />

current mood <strong>of</strong> public opinion on a variety<br />

<strong>of</strong> issues, if your advice is to be valued<br />

as smart, objective <strong>and</strong> reliable.<br />

• Manage your own time expertly, allocating<br />

it appropriately among client contact,<br />

programme execution, monitoring results,<br />

reporting to the client <strong>and</strong> maintaining<br />

direct contact with the media <strong>and</strong> other<br />

publics.<br />

• Though difficult, the right time blend<br />

must be achieved because the client pays<br />

for a combination <strong>of</strong> expertise <strong>and</strong> time.<br />

© 2004 S<strong>and</strong>ra Oliver for editorial matter <strong>and</strong> selection;<br />

individual chapters, the contributors

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