Handbook of Corporate Communication and Public ... - Blogs Unpad
Handbook of Corporate Communication and Public ... - Blogs Unpad Handbook of Corporate Communication and Public ... - Blogs Unpad
Principles and Practice, London: Thomson Business Press. Monbiot, G. (2000) Captive State: The Corporate Takeover of Britain, London: Macmillan. Mountfield Report (1997) Report of the Working Group on the Government Information Service, London: Cabinet Office. Nelson, R. and Heath, R. (1986) ‘A systems model for corporate issues management’, Public Relations Quarterly, fall, 20–4. Oliver, S. (2001) Public Relations Strategy, London: Kogan Page. Rosenbaum, M. (1997) From Soapbox to Soundbite: Party Political Campaigning in Britain since 1945, London: Macmillan. Smith, M. J. (1990) ‘Pluralism, reformed pluralism, and neopluralism: the role of pressure groups in policy-making’, Political Studies, 38, 302–22. Stonier, T. (1989) ‘The evolving professionalism: responsibilities’, International Public Relations Review, 12(3), 30–6. Susskind, L. and Field, P. (1996) Dealing with An Angry Public: The Mutual Gains Approach to Resolving Disputes, New York: Free Press. Tarrow, S. (1994) Power in Movement, Cambridge: Cambridge University Press. Theaker, A. (ed.) (2001) The Public Relations Handbook, London: Routledge. Truman, D. (1951) The Governmental Process, New York: Alfred Knopf. Van Riel, C. (1996) Principles of Corporate Communications, London: Prentice-Hall. White, J. and Mazur, L. (1995) Strategic Communications Management, Wokingham: Addison- Wesley. © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
CHAPTER 5 Priorities old and new for UK PR practice Gerald Chan In this chapter Gerald Chan has looked to update the 1994 Delphi study on research priorities in the United Kingdom. PR theory and practice has changed since the 1990s, mostly brought on by the phenomenal growth of the internet and new media technologies. Looking at the impact of these changes, and based on a Y2K research report the author asks how has the profession of public relations evolved in the years since the Delphi report and what are deemed to be research priorities. The current public relations research agenda in the United Kingdom is based on a number of research objectives which developed from White and Blamphin’s 1994 study on research priorities in the United Kingdom 1 and an earlier draft report prepared in October 1990 2 including the need to: • establish priorities for the limited funding available for public relations research in further education; • tap into the growing interest in the use of research in public relations, drawing from the enlarged resources in the expanded research community. Public relations in both theory and practice, has changed over the 1994–2000 period, mostly brought about by the phenomenal growth of the internet and new media technologies. In light of this and the other changing conditions PR practitioners have to operate in, this update has to illustrate how practice has shaped the course of research and vice versa. A few general questions have been asked to better understand the task at hand. Since the Delphi report, how has the profession of public relations evolved What are the amendments to the list of research priorities Are these changes simply a matter of rearranging the order in which they originally appeared or have there been significant changes in academia/industry that have warranted a reassessment of the research agenda in public relations The new project recognizes how developments in industry and the wider environment © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
- Page 38 and 39: CHAPTER 2 A best-practice approach
- Page 40 and 41: implications and effects. Many mana
- Page 42 and 43: 4 Effective media/forums: Effective
- Page 44 and 45: The three-phase action plan contain
- Page 46 and 47: Where are the company’s employee
- Page 48 and 49: Once senior management has establis
- Page 50 and 51: employee improvement efforts, at th
- Page 52 and 53: CHAPTER 3 Knowledge management for
- Page 54 and 55: take this further and distinguish b
- Page 56 and 57: • The identification of the conce
- Page 58 and 59: structured). The lack of formal org
- Page 60 and 61: as they occur in and affect organiz
- Page 62 and 63: kinds in organizations, data wareho
- Page 64 and 65: tools, techniques, methods and prin
- Page 66 and 67: the wider tasks of disseminating kn
- Page 68 and 69: to achieve. Rich networks of contac
- Page 70 and 71: management of these resources. Ther
- Page 72 and 73: CHAPTER 4 Corporate and government
- Page 74 and 75: the collective and the planned towa
- Page 76 and 77: individual business executive cause
- Page 78 and 79: due to ‘handicaps in status’. D
- Page 80 and 81: definition of the national interest
- Page 82 and 83: This was the case with the Major go
- Page 84 and 85: Public silence, private analysis an
- Page 86 and 87: The tension between these perspecti
- Page 90 and 91: have resulted in shifts in normativ
- Page 92 and 93: out of which twenty-three replies w
- Page 94 and 95: Argument over how public relations
- Page 96 and 97: ather than rank in order of perceiv
- Page 98 and 99: programmes. This is possible only i
- Page 100 and 101: A practitioner claims that research
- Page 102 and 103: elations. The term that seems to be
- Page 104 and 105: have in place some form of auditing
- Page 106 and 107: 2 Wheeler, T., D. Moss and J. White
- Page 108 and 109: CHAPTER 6 Communication similaritie
- Page 110 and 111: of mass communications, journalism
- Page 112 and 113: 2000). Stakeholders with a large st
- Page 114 and 115: But over time, both entrepreneurial
- Page 116 and 117: with a small and important number o
- Page 118 and 119: similarities of quoted (listed) or
- Page 120 and 121: expressed, especially in the United
- Page 122 and 123: Chairman CorpCom Committee Finance
- Page 124 and 125: their time on communication. Argent
- Page 126 and 127: question, debate the judiciary func
- Page 128 and 129: CHAPTER 7 Strategic challenges for
- Page 130 and 131: implementation which implies three
- Page 132 and 133: one major objective to aim at whils
- Page 134 and 135: The nurse The administrator The the
- Page 136 and 137: Patients and service users Non-care
CHAPTER 5<br />
Priorities old <strong>and</strong> new for UK<br />
PR practice<br />
Gerald Chan<br />
In this chapter Gerald Chan has looked to update the 1994 Delphi study on research<br />
priorities in the United Kingdom. PR theory <strong>and</strong> practice has changed since the 1990s,<br />
mostly brought on by the phenomenal growth <strong>of</strong> the internet <strong>and</strong> new media technologies.<br />
Looking at the impact <strong>of</strong> these changes, <strong>and</strong> based on a Y2K research report the<br />
author asks how has the pr<strong>of</strong>ession <strong>of</strong> public relations evolved in the years since the<br />
Delphi report <strong>and</strong> what are deemed to be research priorities.<br />
The current public relations research agenda<br />
in the United Kingdom is based on a number<br />
<strong>of</strong> research objectives which developed from<br />
White <strong>and</strong> Blamphin’s 1994 study on research<br />
priorities in the United Kingdom 1 <strong>and</strong> an<br />
earlier draft report prepared in October 1990 2<br />
including the need to:<br />
• establish priorities for the limited funding<br />
available for public relations research in<br />
further education;<br />
• tap into the growing interest in the use <strong>of</strong><br />
research in public relations, drawing from<br />
the enlarged resources in the exp<strong>and</strong>ed<br />
research community.<br />
<strong>Public</strong> relations in both theory <strong>and</strong> practice,<br />
has changed over the 1994–2000 period,<br />
mostly brought about by the phenomenal<br />
growth <strong>of</strong> the internet <strong>and</strong> new media technologies.<br />
In light <strong>of</strong> this <strong>and</strong> the other changing<br />
conditions PR practitioners have to<br />
operate in, this update has to illustrate how<br />
practice has shaped the course <strong>of</strong> research <strong>and</strong><br />
vice versa.<br />
A few general questions have been asked to<br />
better underst<strong>and</strong> the task at h<strong>and</strong>. Since the<br />
Delphi report, how has the pr<strong>of</strong>ession <strong>of</strong><br />
public relations evolved What are the<br />
amendments to the list <strong>of</strong> research priorities<br />
Are these changes simply a matter <strong>of</strong> rearranging<br />
the order in which they originally<br />
appeared or have there been significant<br />
changes in academia/industry that have warranted<br />
a reassessment <strong>of</strong> the research agenda<br />
in public relations<br />
The new project recognizes how developments<br />
in industry <strong>and</strong> the wider environment<br />
© 2004 S<strong>and</strong>ra Oliver for editorial matter <strong>and</strong> selection;<br />
individual chapters, the contributors