Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey All rights reserved. Cutlip & Center's Effective PUBLIC RELATIONS PART I Concept, Practitioners, Context, and Origins Chapter 3 Organizational Settings Tenth Edition

Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey All rights reserved. After studying Chapter 3, you should be able to: 1.Discuss top management’s (dominant coalition) impact on determining the relative importance and role of public relations. 2.Distinguish between line and staff functions. 3.Explain advantages and disadvantages of internal departments and outside counseling firms for serving an organization’s public relations needs. Study Guide 3-1

Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey All rights reserved. After studying Chapter 3, you should be able to: 4.Describe working relationships between the public relations unit and other departments in organizations. 5.Outline four primary approaches public relations firms use for billing clients. Study Guide 3-2

Copyright ©2009 by Pearson Education, Inc. Upper Saddle River, New Jersey All rights reserved. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom 1.Internal, not delegated 2.Internal, delegated department 3.External firm or agency 4.Internal–External Combination Approaches To Integrating Public Relations 3-3

Copyright ©2009 by Pearson Education, Inc. Upper Saddle River, New Jersey All rights reserved. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Line and Staff Organization Chart 3-4

Copyright ©2009 by Pearson Education, Inc. Upper Saddle River, New Jersey All rights reserved. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Corporate Public Relations Department 3-5

Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey All rights reserved. 1.Commitment to and participation in public relations 2.Hires and retains competent counsel 3.Includes public relations in policy making 4.Uses two-way communication with both internal and external publics 5.Acts consistent with what is said 6.Clearly defines goals and objectives How Top Management Shapes Public Relations 3-6

Copyright ©2009 by Pearson Education, Inc. Upper Saddle River, New Jersey All rights reserved. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom What is an organization’s “dominant coalition”? Why is public relations sometimes excluded from the dominant coalition? 3-7

Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey All rights reserved. 1.Proximity and access 2.Organizational changes (management or structure) 3.Characteristics of practitioners 4.Extent to which research is used 5.Views of line managers and the practitioners themselves Factors Influencing Public Relations’ Role in Management 3-8

Copyright ©2009 by Pearson Education, Inc. Upper Saddle River, New Jersey All rights reserved. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Advantages of an Internal Department? Disadvantages of an Internal Department? 3-9

Copyright ©2009 by Pearson Education, Inc. Upper Saddle River, New Jersey All rights reserved. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Advantages of an External Firm? Disadvantages of an External Firm? 3-10

Copyright ©2009 by Pearson Education, Inc. Upper Saddle River, New Jersey All rights reserved. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Annual Revenue Per Practitioner Based on Billable Hours for Ten Largest Independent Firms (2007) Total income = $148,000 Total employees Data Source: Jack O’Dwyer’s Newsletter, 3/12/

Copyright ©2009 by Pearson Education, Inc. Upper Saddle River, New Jersey All rights reserved. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Annual Revenue Per Practitioner Based on Billable Hours for Example Firms Qorvis Communications, D.C. $ 354,616 Regan Communications, Boston 283,397 Edelman Worldwide PR, NY/Chicago 138,285 Waggener Edstrom, Bellevue, WA 132,968 Text 100 International, NY 109,

Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey All rights reserved. 1.Monthly retainer 2.Minimum retainer, plus monthly charges 3.Hourly charges, plus expenses 4.Fixed project fee Four Ways to Pay Counseling Firms: 3-13

Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey All rights reserved. 3-14