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This document provides an overview of a training programme on public relations. It includes: - The aim of the training programme is to impart professional public relations skills to ensure policies and services benefit citizens. - The target group for the training are senior government officials, heads of departments, and public relations officers. - The training will cover public relations concepts, programmes, organizational image, communication, media relations, and success traits. - Upon completion, participants will be able to explain PR concepts and importance, develop PR programmes, maintain better media relations, and explain the importance of organizational image.

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Training Programme On PUBLIC RELATIONS Module preparation sponsored by UNDP / DOPT, Government of India Anchor Institute ANNA INSTITUTE OF MANAGEMENT CHENNAI - 600 028. Prepared by Shri.N.Palaniappan Reader / Faculty Member Anna Institute of Management Chennai. & Shri.A.M.Ramachandraiah Faculty Administrative Training Institute Mysore. Trainee's Hand book
AIM PR is an essential and integrated component of public policy or service. The professional public relation activity will ensure the benefit to the citizens, for whom the policies or services are meant for. This programme aims in imparting such professional PR skill.
PRE-REQUISITE FOR PR TRAINING •= Knowledge about the organisations. •= Communication skill (oral and written) including language, presentation skills etc. •= Media Knowledge.
OBJECTIVE On completion of the training programme the participant will: •= Be able to explain PR concept and its importance. •= Be able to explain the importance of organisational image. •= Be able to develop ‘PR’ programmes. •= Be able to maintain better media relations.
TARGET GROUP Senior Government Officials (Group A & B), HODs, PROs.
CONTENTS S.No. Particulars 1 PR CONCEPTS 2 PR PROGRAMME 3 ORGANISATIONAL IMAGE 4 COMMUNICATION 5 MEDIA RELATIONS 6 SUCCESS TRAITS 7 APPENDIX 1 8 APPENDIX 2
Learning Objectives: After reading this chapter you will be able to explain PR concepts explain the importance, functions and elements of Public relations explain the importance of PR in Government
CONTENTS 1.1. DEFINITIONS OF PUBLIC RELATIONS 1.2. ORIGIN OF PUBLIC RELATIONS 1.3. NEED FOR PUBLIC RELATIONS 1.4. FUNCTIONS OF PUBLIC RELATIONS 1.5. ELEMENTS OF PUBLIC RELATIONS 1.6. THE COMPONENTS AND TOOLS OF PUBLIC RELATIONS 1.7. SOME POSSIBILITIES THAT WOULD CALL FOR PUBLIC RELATIONS 1.8. PUBLIC RELATIONS IN GOVERNMENT
1.1. DEFINITIONS OF PUBLIC RELATIONS “Public Relations is the deliberate, planned and sustained effort to establish and maintain mutual understanding between on organization and its publics.” - Institute of Public Relations, USA “Public relations is the attempt by information persuasion and adjustment to engineer public support for an activity, cause, movement or institution.” - Edward L. Bernays “Public Relations is a combination of philosophy, sociology, economics, language, psychology, journalism, communication and other knowledges into a system of human understanding. - Herbert M. Baus “Merely human decency which flows from a good heart.” - Charles Plackard “Good performance, publicity appreciated because adequately communicated.” - Fortune (Magazine) “Public Relations is Dale Carnegie - winning friends and influencing people - writ large.” - Robert Heibroner “Everything involved in achieving a favourable opinion. - George F. Meredith Former President of the American Pubic Relation Association “The Management function which gives the same organized and careful attention to the asset of goodwill as is given to any other major asset of business.” - John W. Hill
Public Relations is distinctive management function which helps establish and maintain mutual lines of communication, understanding, acceptance and cooperation between an organization and its publics; involves the management of problems or issues; helps management to keep informed on and responsive to public opinion; defines and emphasizes the responsibility of management to serve the public interest; helps management keep abreast of and effectively utilize change, serving as an early warning system to help anticipate trends; and uses research and sound and ethical communication as its principal tools. - Rex F. Harlow Courtesy: 1. Applied Public Relations p. 15 16 2. Rex F. Harlow, “Building a Public Relations Definition,” “Public Relations Review, 2 (winter 1976) p. 36 1.2. ORIGIN OF PUBLIC RELATIONS Thomas Jefferson (1807) used the phrase Public relations in the place of State of thought while writing his seventh address to the US Congress. In India, Great Indian Peninsular Railway Company Limited (GIP Railways) carried on publicity in Public Relations campaign in England for promote tourism to India through mass media and pamphlets. During the time of First World War a central publicity board was set up at Bombay (now Mumbai) for disseminating war news to the public and press. After Second World War the Public Relations activity gained importance both privates as well as Government started Public Relations campaigns. 1.3. NEED FOR PUBLIC RELATIONS Investing on Public relations will help the organisation to achieve its objective effectively and smoothly. Public Relations is not creating good image for a bad team.
Since false image cannot be sustained for a long time. Though the organisation product or services are good it need an effective Public Relations campaign for attracting, motivating the public to the product or service or towards the purpose of the programme. It is not only encourage the involvement from the public and also resulting in better image. An effective Public Relations can create and build up the image of an individual or an organisation or a nation. At the time of adverse publicity or when the organisation is under crisis an effective Public Relations can remove the misunderstanding and can create mutual understanding between the organisation and the public. 1.4. FUNCTIONS OF PUBLIC RELATIONS •= Public Relations is establishing the relationship among the two groups (organisation and public). •= Art or Science of developing reciprocal understanding and goodwill. •= It analyses the public perception attitude, identifies the organisation policy with public interest and then executes the programmes for communication with the public. 1.5. ELEMENTS OF PUBLIC RELATIONS •= A planned effort or management function. •= The relationship between an organisation and its publics •= Evaluation of public attitudes and opinions. •= An organisation's policies, procedures and actions as they relate to said organisation's publics. •= Steps taken to ensure that said policies, procedures and actions are in the public interest and socially responsible.
•= Execution of an action and or communication programme. •= Development of rapport, goodwill, understanding and acceptance as the chief end result sought by public relations activities. Courtesy: Raymond Simon, Public relations: concepts and practices, 2nd ed. (Columbus, O.Grid, 1980), pp 9, 11. 1.6. THE COMPONENTS AND TOOLS OF PUBLIC RELATIONS Public A group of similar individuals; an assortment of persons having the same interests, problems, circumstances, goals; it is from such persons that opinion emanates. Public is a varied creature; it comes in many forms and sizes. Public has a multitude of wants and desires; it has its likes and dislikes, some times, strong likes and strong dislikes. Employers make for a public and employees another public; the government is a public and citizens constitute another public, and so on, each of these groups is a public of the sort, tries to attract a different audience with its own tools and techniques. Relations Human wants to create the need to establish relations with one another. The representative wants of the individuals will profoundly affect their relationship. To understand any relationship, therefore, one must understand the wants of those involved. 'Relationships are of all possible types. We have relationship by ran-superior to inferior, inferior to superior, and equal to equal. We have relationship by sentiment-benevolent, Friendly, suspicious, jealous, hostile.
A relationship may be active, or it may be passive it may be good or it may be bad, or it may be neutral. At any rate, the relationship is there to be accepted, ignored or altered, as desired. Propaganda: Propaganda is the manipulation of symbols to transmit accepted attitudes and skills. It describes political application of publicity and advertising, also on a large scale, to the end of selling an idea cause or candidate or all three. Campaigns: These consist of concerted, single-purpose publicity programme, usually on a more or less elaborate scale, employing coordinated publicity through a variety of media, aimed, at a number of targets, but focussed on specific objectives. A campaign objective may be the election of a candidate, the promotion of political cause or issue, the reaching of a sales goal, or the raising of a quota of funds. Lobbying: It entails the exertion of influence, smooth and measured pressure on other, exercise of persuasion cum-pressure. In essence, it means a group putting its points of view forward in an attempt to win the other groups support. 1.7. SOME POSSIBILITIES THAT WOULD CALL FOR PUBLIC RELATIONS Promotional Opportunity: To inform the new service / policy which call for Public Relations to make wider publicity. Competitive: To over come the resistance (pre-set mind condition).
Controversy: To eliminate the contradictory conditions in between the organisation and the public. Adverse publicity: To inform the truth or correct issues and thereby removing the misunderstanding. Catastrophe: Announcement of any unfavourable issues. Crisis: Whenever threats arises. 1.8. PUBLIC RELATIONS IN GOVERNMENT Public relations role in government: The Government public relations contributes to: 1. Implementation of public policy. 2. Assisting the news media in coverage of government activities. 3. Reporting the citizenry on agency activities. 4. Increasing the internal cohesion of the agency. 5. Increasing the agency’s sensitive to its public’s. 6. Mobilisation of support for the agency itself. Public Relations for Government (objectives and organizations) National Objectives: The basic function of the government Public Relations department / agencies is to provide information, education/instruction to the citizens. The effort should also motivate the people directly or indirectly, to discharge these functions in a meaningful
and purposeful manner, it is necessary that the Public Relations Department / wing should be clear about the broad objectives which guide their work. The national objective should be non-political, non-controversial, and on which there should be a national consensus. The objectives should further the interests and the well being of the public as a whole and promote the many sided development of the country. The objectives should be long term ones and need not necessarily change with political vagaries.
Learning Objectives: After reading this chapter you will be able to list out the components of Public relations write PR objective develop PR strategies develop PR programme
CONTENTS 2.1. COMPONENT 2.2. PUBLIC RELATIONS OBJECTIVE 2.3. PUBLIC RELATIONS STRATEGY 2.4. PUBLIC RELATIONS PROCESS
2.1. COMPONENT •= Public Relations Objective •= Communication programme •= Content / message development •= Media Co-ordination •= Impact / Result monitoring 2.2. PUBLIC RELATIONS OBJECTIVE For developing a sound Public Relations programme, a clear well-defined Public Relations objective needs to be established. These objectives should be very specific and measurable. Example: Objective: To immunize two million child of the state above the age of 3 and below the age of 5 during the period of August 15 to August 30 to avert the Polio. Evaluation: Success of the programme can be determined by the actual number immunized.
Objective: 1. To begin to provide the public with regularly scheduled advertisements about the danger of burning plastic in open air and its associated disease like cancer, disabled child etc. 2. To personally contact once in 3 months all media representatives (press meet) in order to inform the health hazards and to seek their cooperation for highlighting the issues. 2.3. PUBLIC RELATIONS STRATEGY For effective implementation of the Public Relations objective a Public Relations strategy is to be evolved. The process of strategy starts with planning which consist of: a. Determining Key results area b. Define roles c. Selecting and setting objectives d. Preparing action plans relating to programming, scheduling, budgeting, fixing accountability and establishing rules and procedures. Rice and Paisley suggest the guidelines for planning a successful campaign. i. Assessment of the needs, goals and capabilities of target audiences. ii. Systematic campaign planning and production iii. Continuous evaluation
iv. Complementary roles of mass media and interpersonal communication v. Selection of appropriate media for target audiences. 2.4. PUBLIC RELATIONS PROCESS The definition of Public Relations as relations with the general public through publicity, those functions of a corporation, organisation, branch of military service, etc., concerned with informing the public of its activities, policies, etc., attempting to create favourable public opinions. Public Relations is the planned effort to influence opinion through good character and responsible performance, based upon mutually satisfactory two-way communications. 1) Research-listening: This involves probing the opinions, attitudes and reactions of those concerned with the acts and policies of an organisation, then evaluating the inflow. This task also requires determining facts regarding the organisation: what's our problem? 2) Planning-decision making: This involves bringing these attitudes, opinions, ideas and reactions to bear on the policies and programmes of the organisation. It will enable the organisation to chart a course in the interests of all concerned: Here's what we can do. 3) Communication-action: This involves explaining and dramatizing the chosen course to all those who may be affected and whose support is essential: Here's what we did and why. 4) Evaluation: This involves evaluating the results of the programme and the effectiveness of techniques used: How did we do?
The first phase of Public Relations process is identifying and listing out the information or message to the communicator. The second phase of Public Relations is process to ascertain the existing image or awareness level about the issue in the target group or common public. The third phase of Public Relations is developing of communication objectives and priorities. The fourth phase of Public Relations is deals with developing the message and choosing the media to transit. The fifth phase of Public Relations is the implementation of the message and media, coordination or the dissemination of message. The sixth phase of Public Relations is communication process to check whether message reached properly and the expected action or behaviour or knowledge on image factors. The seventh phase of Public Relations, in case the message did not reach properly identified the reason for the ineffectiveness and rectification of the same and disseminate the revised message. Now, let us briefly see the above component: 1. Listing and prioritising of information is to be disseminated: May wish to inform the public: a) The new policy of the Government or organisation b) The change in the existing policy c) The new scheme promoted d) The change in the existing scheme
Public Relations activity starts with identifying the message to be disseminated and prioritised. 2. Ascertaining the existing knowledge level or understanding the perceptions of the public: The organisation can check a quick survey among the target group of the public to ascertain the knowledge level of the issue for which the organisation is planning to initiate Public Relations process and in case of the image it is essential to know whether the image is positive, neutral or negative in terms of the assessment or in terms of the organisation or both. 3. Communication objectives and prioritise: Based on the knowledge level or image factor, communication objectives is to be established which is possible to evaluate and the top management approval is required. For example, communication objective instead of using the term increasing awareness level about the scheme, it should be specific By 2005, in the number of families where of the scheme be atleast one lakh so that we can evaluate the impact. 4. Message and Media: After choosing the objective, the content of the message need to be developed. While developing the message we should keep in mind the media in which we are going to use for disseminating that message. TV/Visual media may be effective for showing the demonstrating awareness. Training media may be effective whether the recipient may wish to keep the gap or further reference. 5. Implementation of message and media: Based on the expected reaching level and target group, the budget is to be prepared and message is transmitted through the appropriate media's.
6. Impact assessment: After release of the message, it is essential to study the impact at interval by interacting with the target group. 7. Message redesigned: In case, the interaction of the target group reveals the message did not reach as expected the modification in message or media need to be done and the revised message should be disseminated. The research process: Opinion, market and academic researchers have developed a pattern of research that involves nine basic steps: 1) Statement of the problem 2) Selection of a manageable portion of the problem 3) Definition of concepts and terms 4) Literature search 5) Development of a hypothesis 6) Determination of a study design 7) Gathering of the data 8) Analysis of the data 9) Recording of the implications, generalisation, conclusions Research for analysis of a specific problem should include these elements: 1) A broad overview of what has gone before that influences the present situation 2) Changes expected in the environment in the next year or so that could affect the organisation.
3) Social, political and economic trends foreseeable in the next five to ten years that could affect the organisation; and 4) What the organisation can do to influence the public to accelerate favourable trends and slow down unfavourable ones. Public Relations Process: There are at least nine questions to be answered. i) What are the objectives in influencing public opinion? ii) What are the alternative avenues of action for attaining them? iii) What are the risks in taking each avenue? iv) What are the potential benefits in each? FACT-FINDING RESEARCH Situation Background Causes Precedents Allies Opponents Neutrals PLANNING AND PROGRAMMING COMMUNICATION EVALUATION Strategic Analysis Objectives Alternatives Risks Benefits Consequences Decision Tactics Actions Timing Repetition Follow-up Results Yardsticks Proposal Vehicles Media Talent Cost Conclusions Revisions Renewal Termination Approval Commitment Support Participation Feedback
v) What are the potential consequences beyond each? vi) Which avenue do we choose to take? vii) What should be the structure of a proposal to proceed on the course chosen embodying the projects and programmes we want to carry out? viii) In what form do we present our proposal to best advantage for approval? To whom? ix) What is the minimum commitment in support and participation acceptable from administration if the plan is to go forward and succeed? INPUT ACTIVITY OUTPUT ORGANISATION POLICY ANALYSIS PR POLICY ANALYTICAL PROCESS Target Groups Media Message Intended effect PROGRAMMING Programming incl. Budget Timing PR PLAN Analytical view on present situation and surrounding factors. Co-ordination with other corporate activities. ACTIVITIES Evaluation Follow up
ANALYTICAL MATRIX FOR PUBLIC RELATIONS PROGRAMMING Target Group Informa- tion Interest (Most receptive to…) Intended Effect (reaction or relation effect) Message (policy and image values) Media (establi- shed and possible) Priority (long range or short term, permanent or temporary) Activities (rough outline) Problem statement: The first product of the research is a statement that summarises what was learned about the problem situation. Written in present tense, the problem statement describes the situation in specific and measurable terms. It details most or all of the following: What is the source of concern? Where is this a problem? When is it a problem? Who is involved or affected? How are they involved or affected? Why is this a concern to the organisation and its publics?
Learning Objectives: After reading this chapter you will be able to explain and link the concept of Image find out the present image of the organisation suggest the desired image of the organisation
CONTENTS 3.1. INTRODUCTION 3.2. IMAGE BUILDING EXERCISES 3.3. EFFECTIVENESS SURVEYS
3.1. INTRODUCTION Image is the mental perceptions of the person related to an Object, a Product, Service, an individual or an organisation. The image need not necessarily true and image is only an indication that how a person perceived by the other(s). The organisations do have an image in the minds of public, customer, employee, Government or for that matter in any interested group. Some organisation enjoys from favourable image, where some organisation do not enjoy such a favourable image. The image is beneficial for organisations for achieving their objective. There are many images viz., Friendly, Speedy, Honest, Corruptive, Efficient, etc. Though we can not say which is a right image or wrong image, we can say some image are favourable to an organisation for achieving its objective with relative easiness. 3.2. IMAGE BUILDING EXERCISES The Image building exercises start with understanding the present image and to chalk out, the desired image and to channalise all the Public Relations activities towards it. Now let us see how Public Relations department can understand the present image. The Public Relations department can gather information from various sources through appropriate data collection method. Some of the data collection method which will be helpful for understanding the image is described below: 1) Primary Data through interview: The primary data collection method is best-suited method and organisation try to contact the target groups (Public) and obtained information. This is possible by developing the structured schedule or non structured interview and encourage the responded to come out with the information in a friendly atmosphere and as
spontaneous as possible. Such information collected from various groups will form a basis for analysis. 2) Data from secondary sources: Organisation can collect information / data information especially in terms of image, from published sources, information like article or coverage by newspapers or journals, the organisation is referred in some reports or referred at public meeting. This may provide a clue to, what the other person viewed about this organisation. This will also help the organisation in understanding and analysing the situation. 3) Analysis: The data collected from primary and secondary method can form the basis for analysis and the required information is to be culled out with reference to image / public perception. This refers the image prevailing at that time among the target group or group from which the information is obtained. The Present image could be Favourable Neutral Unfavourable / Undesirable Desired Image: The organisation may prefer a certain image and they like to project that image the minds of the public or among the target group. Normally top management and P.R. departments are involving in this exercise and they will identify the Mission Statement of the organisation and the preferred image that will help the organisation to achieve its mission. For Example: A social service organisation involved propagating income generation programme for the poor, may like to have a image as
“Friendly Organisation”. Where as, some other organisation who are also involved in the similar activity may like to have the prefer image of “Speedy”. Projecting the image (Image Building activity) `Based on the existing image and the preferred image, it is essential to note that whether the preferred image is deviated from the present image or closely associated or neutral and based on the existing image the PR need to be focused. In case of negative or unfavourable image, P.R. need to focus first on either neutralising or remove the misunderstanding about the organisation and then develop the required impressions. In case of neutral or favourable image, the Public Relations can focus on more details about the organisation for creating favourable preferred image. Public Relations functions need to adopt the appropriate strategy, by choosing appropriate message, appropriate media for the information in most effective manner so that the desired image can be creative and that will contribute to the organisation's success and growth. Public Opinion Research: Public Opinion Research ascertains what people think about an organisation its policy, service etc. and why they think so as well as their attitudes toward the organisation, etc. Image Study: The image study seeks to understand that how an organisation is known, its reputation and also what people thinks about its service, policies, etc.
Motivation Research: Motivation research ascertains why the public attach favour or disfavour and why they are showing positive attitude or negative attitude and also the underlying emotional factor. 3.3. EFFECTIVENESS SURVEYS Effectiveness Surveys helps to measure the impact on of Public Relations activities on public opinion. Before initiating Public Relations activities the survey is to be conducted to ascertain the attitude of the people and another survey is to be conducted after the campaign is over and to see if there is any change and whether the public opinion is tilted in favour of the Public Relations objectives and thereby the result. Public Relations plays an important vital role in enhancing image of organisation in the eyes of the public. Public Relations is not projecting the negative as positive. Public Relations is the process of communication with the group with whom in the organisation existing and with whom the organisation functions.
Learning Objectives: After reading this chapter you will be able to develop message compare and identify suitable media appropriate to the situation
CONTENTS 4.1. COMMUNICATION PROGRAMME 4.2. MESSAGE DEVELOPMENT 4.3. MEDIA
4.1. COMMUNICATION PROGRAMME Communication programme consists of message, media and budget. The word communication is derived from the Latin communis, meaning common. The purpose of communication is to establish a commonness. The basic elements in communication are the source or sender, the message, and the destination or receiver. Effective communication requires efficiency on the part of all three. The communicator must use a channel that will carry the message to the receiver. The message must be within the receiver's capacity to comprehend. The message must motivate the receiver's self-interest and cause him or her to respond. Communicators need to bear in mind that communication is no substitute for policy and action. A sender can encode a message and a receiver decode it only in terms of their own experience and knowledge. When there has been no common experience, then communication becomes virtually impossible. Commonness in communication is essential to link people and purpose together in any cooperative system. The Communication programme includes: (i) Developing the message (ii) Selection of media (iii) Appropriate budget for implementing the programme.
4.2. MESSAGE DEVELOPMENT For achieving the desired result, the message should be developed properly and clearly. The appropriate message will have the following three attributes: 1) Clear 2) Correct and 3) Concise Clear: The message is free from ambiguity and it is necessary to ensure that slang phrases / usage are avoided and also the message should be free from perceptional distortion problems. As far as possible, one should use simple language, simple style, appropriate words and right tone. Information / Sender Encoded by Sender Decoded by Receiver Received at Destination Channels Signals Or Media NOISE NOISE FEED BACK MESSAGE MESSAGE
Correct: The credibility of the message is based on the credibility of the source and also the correctness of the content. It is essential to ensure that the information provided (message) is true, to unbiased and there is a source to verify it. It is essential to avoid content based on rumours, hearsay as well as source of no origin. Concise: Since message dissemination involves time and effort for transmitting as well as receiving or absorbing. Hence message should be crisp enough to give information and at the same time not occupying more time of the receivers valuable time. The content should revolve around the core element of the message; frills and verbose / ornamental language need to be avoided. The effectiveness of the message is depend upon the above three attributes and if even component is missing or negative, the result will also be negative or not as per the expectations. Some Specific Guidelines Practitioners and executives alike can profit close study of these guidelines developed by an experienced counselor, Chester Burger: 1. Talk from the viewpoint of the public's interest, not the organization's. The soft drink bottler who launches a campaign to collect and recycle bottles can frankly admit that it does not want to irritate the public by having its product litter the landscape. 2. Speak in personal terms whenever possible. When many people have worked on developing a new product or adopting a new policy, it becomes difficult for the executive to say I.
3. It you do not want some statement quoted, do not make it. Spokespersons should avoid talking off the record, because such statements may well wind up published without the source. 4. State the most important fact at the beginning. The executive's format may first list the facts that led to the final conclusion, but such organization will fail when talking with the news media. 5. Do not argue with the reporter or lose your cool. Understand that the journalist seeks an interesting story and will use whatever techniques necessary to obtain it. 6. If a question contains offensive language or simply words you do not like, do not repeat them even to deny them. Reporters often use the gambit of putting words into the subject's mouth. 7. If the reporter asks a direct question, give an equally direct answer. Not giving one is a common error executives are prone to make. 8. If a spokesperson does not know the answer to a question, one should simply say, I don't know, but I'll find out for you. With this, the spokesperson assumes the responsibility of following through. 9. Tell the truth, even if it hurts. In this era of skepticism and hostility, the most difficult task is often simply telling the truth. 10. Do not exaggerate the facts. Crying wolf makes it harder to be heard next time out. These guidelines simply add up tot he rule that profitable press relations require adherence to the Five Fs: dealing with journalists and programme producers in a manner that is fast, factual, frank, fair and friendly.
Courtesy : Pg.No.435, Effective Public Relations 6th Edition, Scott M.Cutlip, Allen H.Center, Glen M. Brooms Essentials of Good Copy Essentials of good publicity copy are essentials of good news writing. A few reminders can serve as a checklist. Will the information or news really interest the intended audience? Does the information answer every reasonable question that readers or listeners may ask? Is the significance of the information explained in terms of audience? Is the copy sufficiently newsworthy to survive stiff competition for public attention? Will the information further the objectives of our institution? Is it useful? Does the publicity accurately reflect the character and nature of the institution it represents? Are the facts, names, and dates accurate? Are the technical terms explained? Will the lead catch and hold the busy reader's or inattentive viewer's attention? Will it produce a bright, eye-catching headline? Is the lead terse, to the point? Do the facts of the story support the lead in fact and spirit? Is it readable copy, stripped of superlatives? Good news copy must be curt, clear, concise. Is the copy written so as to preclude the charge that it is an effort to get free advertising? Is the information presented as dramatically as possible with this set of facts? Squeeze all the news value you can into your story, but don't exaggerate.
Courtesy: Pg. No. 444, Effective Public Relations 6th Edition, Scott M.Cutlip, Allen H.Center, Glen M. Brooms Print Media: Here are some fundamental principles for print advertising: 1. Use simple Layouts 2. The illustration is usually more important than the Headline 3. Look for story appeal in the illustration 4. Photographs work better than artwork 5. Offer a benefit in the Headline 6. Don’t be afraid of long copy 7. Make it easy to read 8. Every advertisement should be a complete sale 9. Break out of the mould 10. Design the advertisement for the medium 4.3. MEDIA Media Profile: MEDIA TARGET GROUP GEOGRAPHIC AREA USEFULNESS REMARKS Displays Exhibits Specific or General Urban Rural 1. Create or maintain a specific perception of the organisation. 2. Maintain contact with important audiences. 3. Show depth and breadth of organisation's operations. Generate inquiries for more information. 1. Need space. 2. Feedback for evaluation.
MEDIA TARGET GROUP GEOGRAPHIC AREA USEFULNESS REMARKS Cable Television Literate Non- Literate inclu- ding children Urban, Semi- Urban Rural 1. Demonstration is possible (seeing is believing). 2. Visuals have better impact and recall. 3. Cost per reach may be less. 4. Quick access to the mass population. 5. Regional Issues can be better covered. Appropriate channel selection may result in better response. 1. Appropriate. 2. Image of the cable television and the popularity among the target group needs to be identified. Folk drama People with no formal educa- tion Semi-urban Rural 1. Possibility of concept telling through stories. 2. Mass (people) will identify themselves with the character. 3. May be effective for immediate results (emotion based). 1. Cost factor 2. Space Pamphlets, Brochures, Manuals and Books Literate Urban semi- urban and also Rural 1. Act as Reference 2. Repetitive exposure is possible. 1. Concept to action duration. 2. Correctness of the content is vital. Spoken Word All Urban, Semi- Urban Rural The Grapevine: The grapevine is not a formal or controlled medium, but word-of-mouth which is often the quickest. 1. Need careful attention.
MEDIA TARGET GROUP GEOGRAPHIC AREA USEFULNESS REMARKS Radio Literate Non- Literate Semi-Urban Rural 1. Easy to reach. 2. Useful in disseminating voice to transit celebrities (remark or command). 3. Relatively inexpensive (cost per reach) 1. Availability and use of Radio. Television Literate Non- Literate including children Urban, Semi- Urban Rural 1. Demonstration is possible (seeing is believing). 2. Visuals have better impact and recall. 3. Cost per reach may be less. 4. Quick access to the mass population. 1. Availability and use of Television. 2. Cost factor 3. Production factors Motion picture (Cinema AD) Literate Non- Literate Semi-urban Rural 1. Demonstration is possible. 2. Visuals have better impact. 3. Cost per reach may be less. 4. Repetition is possible. 1. Production factor 2. Concept to action duration. Newspaper (Regional / Regional language) Educa- ted Urban Rural 1. Where one way communication is sufficient). 2. Reference is possible. 3. Easy to catch the attention of the reader. 4. Reputation of the newspaper is useful in disseminating information. 1. The cost per reach depends on circulation figure among the target group.
MEDIA TARGET GROUP GEOGRAPHIC AREA USEFULNESS REMARKS Newspaper (English) Educated Urban Semi- urban 1. The reputation of the newspaper may attach weightage to the content. 2. Used as a reference. 1. The cost per reach depends on circulation figure among the target group. Journals / Magazines Educated Urban Rural 1. If content matches with a profile of the Journal's target group then it may be effective. 2. Repetitive exposure is possible. 1. May not be possible for urgent information dissemination. 2. As the journals normally prepared long before the issue. Hoardings Literate also Non- Literate Urban Rural, transit etc. 1. Useful for short information. 2. Catching attention is possible. 3. Relatively inexpensive. 1. Availability of space Puppet show People with no formal education Semi-urban Rural 1. Possibility of concept telling through stories. 2. Cheaper than drama 3. People will identify themselves with the character. 1. Concept of action duration Posters Educated Semi-Urban Rural 1. Less expensive. 2. Easy to adopt 1. Display near the target group is vital.
A Comparative Evaluation of the Media of Advertising S. No. Media Factors News Papers Maga- zines Direct Mail Radio Cinema Outdoor 1 Circulation Widest Circula- tion Limited circu- lation Restricted to the number of mailings contacted Good Circula- tion Restric- ted to local popula- tion Limited to local circula- tion 2 Degree of Selectivity Generally universal In appeal. It permits Restricted Regional and linguistic Selectivity Greater degree of selecti- vity Higher degree of selectivity Restricted regional and linguistic selectivity Restric- ted local selecti- vity Local Selecti- vity 3 Audience Generally very large, but limited to those who can read and subscribe Limited in scope Limited to a live mailing list which should constantly be reviewed Limited to those who possess radio and who tune into the program- me Limited to cinema going popula- tion Limited to local people 4 Timeliness Message may be varied at short notice. Current events may be capatilised Lack of timeli- ness; absence of news value Highest degree of timeliness; selection of the right time and right message possible Restricted timeliness, depending upon program- me planning Timeli- ness but at a higher cost Unecono- mic time- liness
S. No. Media Factors News Papers Maga- zines Direct Mail Radio Cinema Outdoor 5 Flexibility of size, design layout and colour High degree of flexibility Less flexibi- lity Highest degree of flexibility Restricted flexibility, depending on the availabi- lity of time Highest degree of flexibility but at propor- tionately higher costs Good Degree of flexibility but unecono- mical 6 Life Very limited life Longer life com- mensu- rate with fre- quency of issue and use for refe- rence Subse- quently longer life, depending upon the usefulness of the literature Limited Life Very short Lived unless repeated very frequen- tly Longer life 7 Repetitive value Message may be repeated every day and adopted to the day's need Repiti- tive value restric- ted to fre- quency of publi- Cation Repititive value depends on frequency of mailing Quick repeti-tion possible May be repeated in every show but not to the same audience Seen every time prospect passes by it
S. No. Media Factors News Papers Maga- zines Direct Mail Radio Cinema Outdoor 8 Effective- ness Well planned News Paper Advertise- ment is very effective in locating new customers buying in market and supporting Very Effec- tive in case of tech- nical goods, has also the good will of the publi- cation to support Most effective because of the personal touch, undivided attention, elaborate explana- tions Less effective because of shorter memory and shorter messages Very effective Because audio visual value may be made effective by use of cartoons and elaborate explana- tion High memo- rising value 9 Secrecy No secrecy can be maintai- ned because of universal appeal No secrecy ; com- petitors also read it Privacy and secrecy may easily be maintai- ned No secrecy No secrecy No secrecy 10 Economy Moderate costs per advertise- ment to numbers contacted Higher cost per adverti- sement but less over-all costs Cost depend upon the size of the mailing list Costlier Moderate costs as a whole but higher per contract costs Cheap on the whole but higher per contract costs
S. No. Media Factors News Papers Maga- zines Direct Mail Radio Cinema Outdoor 11 Suitability Suitable for all types of goods having wide market and needing constant explora- tions Suitable for specific goods accor- ding to the nature of the magazine Very suitable for articles having a well defined limited and enligh- tened market Suitable for articles of daily use in wide demand Most suitable for local consump -tion goods Very suitable to make a brand image Source: Courtesy: Pg.No.84-86, Advertising: Principles and Practice, Chunawalla.Sethia
Learning Objectives: After reading this chapter you will be able to write Press release handle press questions
CONTENTS 5.1. HINTS FOR WRITING PRESS RELEASE 5.2. WHILE HANDLING PRESS QUESTIONS 5.3. TEN PRINCIPLES OF TV MEDIA 5.4. COPING WITH BAD PUBLICITY
5.1. HINTS FOR WRITING PRESS RELEASE •= Choose positive rather than passive headline •= First paragraph should be sharp and crisp. •= Prepare small paragraphs. •= Avoid superfluous expressions. •= Avoid uncommon words. •= Avoid jargon and the use of initials. •= Check the spelling of people and place names. •= Type on one side in double spacing and leave a good margin. •= Better give, one page 25lines write up. •= Check the appearance of the information and make it attractive. •= Put the date time and mention contact person and telephone number for clarifications if needed. 5.2. WHILE HANDLING PRESS QUESTIONS •= Confidence •= Ability to think and react on questions instantly •= Tact •= Authority •= Crisis management skill 5.3. TEN PRINCIPLES FOR TV MEDIA 1. The picture should tell the story. Forget every other point and remember this one, and you will be ahead of the game. Too often when people
2. Look for a visual symbol. 3. Grab the viewer’s attention. 4. Be single-minded. 5. Register the name of your product. 6. People are interested in people. 7. Show a payoff. 8. Reflect your brand personality. 9. Less is more. 10. Build campaigns. How to read a storyboard? The challenge is to look at a piece of paper with tiny illustrations and a few words and be able to visualise an involving, dramatic piece of film. A commercial is presented in the form of a “storyboard” that pictures the main action of the commercial and describes what the viewer will see (the video) and hear (the audio). It will generally include some technical terms, only a few of which you must know. Casting and special effects are particularly hard to visualise. It helps to show clips from television shows or movies to suggest the kind of actors or actresses wanted or to demonstrate unusual production techniques. The larger issue is what to look for in a storyboard. 5.4. COPING WITH BAD PUBLICITY: OR When ADVERSE IMAGE is projected about the Organisation: •= Be prepare with factual information
1) What are you clarify about? 2) Why are you write/clarify about particular event? 3) What is this event? 4) When did it happen? 5) Where? 6) What form (how)? 7) Whether supporting documents are available? (Statistics / Data, Visuals (Photo / Video etc.) While handling press five F's are FAST FACTUAL FRANK FAIR FRIENDLY Courtesy: Pg.No.435, Effective Public Relations 6th Edition, Scott M.Cutlip, Allen H.Center, Glen M. Brooms
Learning Objectives: After reading this chapter you will be able to identify their weakness and strength with reference to the skills required for the efficient Public Relations Officer
CONTENTS 6.1. PROFILE OF PUBLIC RELATIONS OFFICER 6.2. WORK ASSIGNMENTS OF PUBLIC RELATIONS 6.3. REQUIREMENTS FOR SUCCESS 6.4. CANTOR'S TRAITS FOR SUCCESS
6.1. PROFILE OF PUBLIC RELATIONS OFFICER 1. Help with the public relations aspects of decisions. 2. Skill in articulating principles and in enlarging understanding of the organisation. 3. Loyalty. 4. Inspiration to help all members of the department / division to do their best cheerfully. 5. Influence in restraining other members from saying or doing anything detrimental to the organisations welfare. 6.2. WORK ASSIGNMENTS OF PUBLIC RELATIONS 1. Writing: News releases, newsletters, correspondence, reports, speeches, booklet texts, radio and television copy, film scripts, trade paper and magazine articles, institutional advertisements, product information, and technical materials. 2. Editing: Special publications, employee newsletters, shareholder reports, and other communications directed to internal and external publics. 3. Media Relations and placement: Contacting news media, magazines, Sunday supplements, free-lance writers, and trade publications with the intent of getting them to publish or broadcast news and features about or organised by the organisation. Responding to media requests for information or spokesperson. 4. Special events: Arranging and managing press conferences, convention exhibits, open houses, anniversary celebrations, fund-raising events, special observances, contests, and award programmes. 5. Speaking: Appearing before groups and arranging platforms for others before appropriate audiences by managing a speaker’s bureau.
6. Production: Creating communications using multimedia knowledge and skills; including art, photography, and layout for brochures, booklets, reports, institutional advertisements, and periodical publications; recording and editing audio and video tapes; and preparation of audio visual presentations. 7. Research: Gathering intelligence – enabling the organisation to plan programmes responsive to its public’s and problem situations, monitoring public relations programme effectiveness during implementation, and evaluating programme impact. 8. Programming and counseling: Determining needs, priorities, goals, publics, objectives, and strategies. Collaborating with management or clients in a problem- solving process. 9. Training: Working with executives and other organisational representatives to prepare them for dealing with the media, and for making presentations and other public appearances. In service staff development. 10. Management: Administering the operation of the public relations function – personal, budget and programmes. 6.3. REQUIREMENTS FOR SUCCESS Skills •= Effective writing •= Persuasive speaking Knowledge •= In-depth knowledge of various media. •= Understanding of management process •= Business, financial acumen.
Abilities •= Problem solver •= Decision-maker. •= Deft in handling people generates confidence. •= Assumes responsibility Quality •= Stability and common sense. •= Drive and enthusiasm. •= Wide-ranging interests and intellectual curiosity. •= Good listener. •= Tolerance for frustration. •= Style. Courtesy: Jo Proctor, the path to the top, Public relations journal, volume 39. 6.4. CANTOR'S TRAITS FOR SUCCESS 1. Response to tension: Most successful public relations executives are intense people, although it may not always be evident event to themselves. Often they are at their best under fire, and rather than solving problems by abstract analysis, will reach practical solutions by direct action. 2. Individual initiative: The successful public relations executive will usually take immediate action before a situation becomes blown out of proportion. He or she usually will not wait for instructions, but takes the initiative to solve the problem; seeks to anticipate and adjust to change; leads the public relations effort.
3. Curiosity and learning: The public relations professionals should have an inquiring mind, should want to learn everything possible about the product, service, client or organisation, and the competition. Since Public Relations is not an exact science, frequently the public relations executive must try a number of approaches in order to solve a problem. Some of which might not work. If and when they don’t work, the professional does not regard them as personal blunders but as learning opportunities. Problems are solved by persistence and intelligence. He or she never stops learning. 4. Energy, drive and ambition: The successful public relations person has energy, drive and ambition. He or she works rapidly and is not afraid to take a calculated risk. This is a very important element in the personality of public relations executives. Most of the top practitioners are stimulated by the problems to be solved, and are willing to work the hours it takes to reach their goals. 5. Objective thinking: Public relations executives must be as objective and factual as possible and above all, have excellent judgment. They must know what to do and say, and when. They must have a sense of timing. They must have a capacity for intense concentration and attention to intricate detail, and keen powers of observation. This is especially critical in counseling. 6. Flexible attitude: It is crucial that public relations executives have the ability to see things from someone else’s view point, eg., executive management’s a publication editor’s or a hostile audience’s. 7. Service to others: Most successful public relations executives have a natural desire to help people. Pleasure in the success of others is a major motivation for the service behaviour.
8. Friendliness: Public relations people generally are perceived as likeable, friendly and genuinely interested in others, rarely as resentful, bitter, or hostile. They develop and maintain a wide range of personal contacts. 9. Versatility: The successful public relations executive is often able to perform well in a variety of areas because he or she has a venturesome spirit and a lively interest in the world at large. The best practitioners are generalists with a speciality. The desire to learn and the ability to focus on varied subjects helps them adjust rapidly to new tasks and multiple client problems and needs. 10. Lack of self-consciousness: Successful public relations executives are much less self-conscious than other executives, perhaps because they often function as catalysts. Although some practitioners have large egos, they often are self-effacing, functioning in the background while projecting others into the limelight. This trait is indigenous to the public relations professional. Courtesy: Bill Cantor, The cantor concern, the New York based executive search firm specialising in public relations.
TERMS USED IN PUBLIC RELATIONS, ADVERTISING AND MASS MEDIA Air Brush: An art process widely used for retouching photographs, applied with the aid of compressed air and an air brush. Also used by many illustrators to obtain interesting tone effect. Air Time: Starting time of a TV to radio programme. Angle: Particular emphasis of a story or broadcast; also called slant. Answer Print: Print of a motion picture film used to check quality, before final printing. Art: All types of illustration in any medium. Attitude: The composition of a person's bent on any issue or question, made up from all the influence that have built up throughout his lifetime. Usually unexpressed. Audience: Denotes the group or groups to whom the public relations programme, or any part thereof, is directed. Backgrounder: A document prepares to provide the facts and significance underlying a subject, as a means of backgrounding an editor or writer.
Back Up: When one side of a sheet has been printed and the reverse side is being printed, it is said to be backed up. Banner Head: Headlines set in large type and usually extending all the way across the top of a page. Beat: 1. An area or subject that a medium assigns to a given reporter or department, such as the criminal courts or boating. 2. An exclusive story; a scoop. Blow Up: Increase the size of any visual item by photographic reproduction. Booklet: A printed piece of six or more pages, with a paper cover and prepared as a bound unit, usually by stapling. (See Brochure) Boomerang-Effect: In propaganda, when the affected individual reacts in the opposite from the expected way. Box: A newspaper item enclosed with printed borders. Bridge: Phrase or sentence connecting two stories or segments of a telecast. Brochure: A printed piece containing six or more pages. More elaborate than a booklet.
By line: Signature of the author on a newspaper or magazine story. Cable Television (CATV): Also called Community Antenna Television. A means of transmitting signals to receivers through direct cable connections rather than over the air. Campaign: An organised effort to poll, formulate, or alter the opinion of any group or groups on a selected subject. Catalogue: A book of reference, including a description and, if possible, an illustration of products and other pertinent data, such as instructions for their use and care. Centre Spread: The two facing centre pages of a publication appearing on a continuous sheet. Channel: A place on television dial where a station can be received. Also, in communication, one of avenues for reaching an audience. Circular: A mailing piece or free-distribution item, usually one sheet. An item intended for widespread, inexpensive distribution. Class Publication: Periodicals designed to appeal to particular, well-defined groups, interested in certain limited subjects.
Clip: In broadcasting, a short segment taken from the whole or to be spliced in. In print media, a clipping. Community: The adjacent geographical area influenced and affected by company policy and production. Conservation: Support of the public's existing opinion and preventing it from changing. Consumerism: The composite of movements and causes purporting to protect the consumer in the purchase of goods and services, product safety and other matters. Control Group: Group in which the members are chosen for their characteristics or opinions. Often a group not exposed to test that is used as a comparison to test group in equating results. Conversion: To sway public opinion from one side of an issue to another. Copy Desk: Editor's centre at newspaper, magazine, TV or radio station where copy is edited and headlines written. Copy: Written material, such as press release, the text of booklets, broadcast material, or a magazine article.
Copy Reader: Editor who reads and corrects copy and usually writes headlines. Correspondent: Out-of-town or travelling reporter. Coverage: Extent of distribution of publicity or opinion-affecting material. Cover Stock: Sturdy papers used for pamphlet and booklet covers, posters, memo cards, announcement cards and similar purposes. Cropping: Changing the proportions or size of an illustration to eliminate unnecessary or undesirable background or to enable the reproduction to fit into a specific space. Crystallization: Bringing into public consciousness previously vague or sub-conscious attitudes. Data line: Line at start of a story giving point of origin and date. Deadline: Time when story must be completed. Debrief: Originally, to interrogate a serviceman after return from combat area. Now includes interviewing members of an organization or their readings of public attitudes. Documentary: Informational film or television show with a unified subject or purpose.
External Publication: A publication issued by an organisation to people outside its own employee or membership groups, such as to customers, the local community, the financial world etc. Feature: 1. A story based more on interest or background than on news,. 2. The main topic of interest in a story. Feed: Electronic signal sent from the source to other activities. File: Send story by wire or electronic means. Filter: A short bit of copy used in making up the pages of publication to fill small spaces. Folder: A printed piece or four pages. Also a four-page heavy-paper container for other printed materials. Folio: Page number Follow-Up: A broadcast or story that follows a news report; also known as second or third- day story. Format: Size, shape and general make-up of a publication.
Free-Lance: An unaffiliated writer, photographer, cameraman, artist or other person who is available on assignment or contract basis. Goodwill: The favourable attitude of other persons or groups toward any person, institution or group. Grapevine: Informal word-of-mouth process of disseminating information or rumours. Handout: Publicity release, especially when it is widely distributed rather than given as an exclusive. Head: Headline or title of a story. Hold: Restrain from publishing or broadcasting until authorization is given. Hold for Release: Material not to be printed or broadcast until a designated time or under specified conditions. Image: The subconscious impression a person has of an organisation, institution or person. Based on the interaction of all exposures he has had to the subject of the image. A corporate image is the supposed impression toward a company held in common by a whole public.
Input: Information fed into a data processing system. By extension, information obtained in the process of human considerations. Insert: Printed matter prepared for enclosure with letter. Also, new material inserted into a story already written. Internal Communication: Communication with personnel or membership of a company or organization. Interviewer: A person who asks respondents the questions specified on a questionnaire in an opinion or market survey. Also, a person who seeks information for media use - a newspaper reporter, or a television or radio panel show moderator etc. Lead (pronounced leed): The beginning of a newspaper story. Also, a tip on a potential story. Leaders (pronounced leders): Dots used to direct the eye from one part of the copy to another. Leaflet: A printed piece, usually of four pages. Live: Performed or reported now; not recorded. Localize: Make specific references to a locality in a mass-distributed story or broadcast. Manual: A compilation of directions and instructions in book or booklet form.
Mass Publications: Periodicals having a wide variety of appeal and a large general circulation. Matte: Dull finish on illustration. Needed to prevent glare from stills on television. Media: Avenues through which public relations messages are transmitted. Common media (singular is medium) include newspapers, magazines, radio, books, music, paintings, cartoons, posters, leaflets, brochures, speeches, window displays, car cards, trade or business papers, envelope stuffers, calendars, house publication, motion pictures, slide films, television. Monitor: 1. TV receiver used to watch broadcasts or closed-circuit signals. 2. To review a broadcast station's content. Newsletter: A publication in letter-size format, usually issued periodically. Network: Linkup of two or more broadcast stations to carry the same material. Opinion: A person's view on an issue or subject as he articulates it. More conscious than an attitude. Plug: A free and favourable reference.
Poll: A survey of the attitudes, opinions, and/or desires of a specific group of people. Position Paper: A document that presents an organized exposition of an organization's position on a given issue. It may be used with the media, with government bodies, or in other ways. Presentation: Offering of a programme or services at a meeting. May involve written materials, graphic displays, films or other materials. Prestige: The reputation and standing of a person, institution or group. Pretesting: Sampling techniques in a survey to be confident they are right before setting up the complete survey pattern. Prime Time: Broadcasts hours when the potential audience is largest-usually weekday evenings. Programme: The planned outline of activities for a campaign. Promotion: Special activities designed and intended to create and stimulate. Propaganda: An effort to influence the opinion of others.
Proposal: Materials organized to offer plans for a programme to services. A proposal may be used at a presentation or submitted by mail or haand delivery. Proxy: Written authorization given by a stockholder to someone else to vote his stock. Selective Attention: Singling out particular objects from among many for concentration of the third. Selective Reinforcement: Tendency to pick out of many ideas or messages those that concern an opinion or attitude already held. Self-Mailer: Printed folder prepared for mailing without an envelope. Slant: Emphasis given in a story or programme. Split run: Publication in part of the total circulation of a newspaper or magazine. Squib: A short story in a newspaper or magazine. Sometimes, a short second heading that tells more about a long story. Stunt: A created event developed by a press agent to evoke publicity.
Survey: An analysis of a market or state of opinion among a specified group of persons, groups or institutions. Terminal: A place in a communication system where information can either leave or enter. Test Groups: A group selected for reaction to or use of a product or an idea. Text: The body of any written material-the copy. Threshold of Consciousness: The point at which a given subject passes out of the mass of unperceived subjects into the awareness of the individual. Update: Bring the information in a story up-to-date. Visual Display Terminal (VDT): Displays copy selected from computer memory and allows editing. Watermark: Identification mark left in texture of paper, which can be seen when held up to the light.
DOYLE'S COMMUNICATIONS CHART Group Objective Management Action PR Action Communication Channel Type of Message General Public Goodwill Respect Support Conduct business in public interest Support community projects Survey Plan Commu- nicate Evaluate Mass media Mail replies Plant-tour folders Institutional ads News on basic information about company Prospective customers, clients Sales Produce good product or service Survey Plan Commu- nicate Evaluate Mass Media Trade Journals Direct mail Films Sales ads Product news Institutional ads Customers, employees, management ranks Loyalty Goodwill Efficient Production Good morale Help employees find work satisfaction, self respect, fun Survey Plan Commu- nicate Evaluate Company publications Bulletin boards Mass media Direct mail Film News and features about company and individual employees and employee groups Institutional ads Stock holders, bankers, investment counsellors Operating capital Confidence Goodwill Good Management Survey Plan Commu- nicate Evaluate Company publications Newsletter Mass media Progress reports Future plans Financial reports Institutional Ads
Group Objective Management Action PR Action Communication Channel Type of Message Government officials, civil leaders Goodwill support Favourable decisions Conduct business in public interest Support community projects Survey Plan Commu- nicate Evaluate Personal contact Speeches Mass media Films News about company progress and plans Editorials Institutional ads Press, Radio-TV Respect Confidence in statements Open door policy Truth Survey Plan Commu- nicate Evaluate Personal meetings Memos Press tours General news tips* Shop talk Back- ground on company news Educators Respect Support Goodwill Host Plant visits Serve on PTA boards, etc. Survey Plan Commu- nicate Evaluate Personal contact Speeches Direct mail Offers to help educators Source : Courtesy : Effective Public Relations 6th Edition, Scott M.Cutlip, Allen H.Center, Glen M. Brooms Pg.No.358
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Training Programme On PUBLIC RELATIONS Module Preparation Sponsored By UNDP / DOPT, Government of India. Anchor Institute ANNA INSTITUTE OF MANAGEMENT CHENNAI - 600 028. Prepared by Shri.N.Palaniappan Reader / Faculty Member Anna Institute of Management Chennai. Shri.A.M.Ramachandraiah Faculty Administrative Training Institute Mysore. Trainer's Hand book
AIM PR is an essential and integrated component of public policy or service. The professional public relation activity will ensure the benefit to the citizens, for whom the policies or services are meant for. This programme aims in imparting such professional PR skill.
PRE-REQUISITE FOR PR TRAINING ● Knowledge about the organisations. ● Communication skill (oral and written) including language, presentation skills etc. ● Media Knowledge.
OBJECTIVE On completion of the training programme the participant will: ● Be able to explain PR concept and its importance. ● Be able to explain the importance of organisational image. ● Be able to develop PR programmes. ● Be able to maintain better media relations.
TARGET GROUP Senior Government Officials (Group A B), HODs, PROs.
PROGRAMME DURATION 3 Days (18 hours) divided into ten sessions. METHODOLOGY Group Exercises: Press Release PR Programme Organisational Image
Group Presentation: Organisational Image Press Release PR Programme Role Play: Media Relations Case Study: Plastic University Land
DAY 1 10.00 - 10.30 am : Registration 10.30 - 11.00 am : Introduction (Facilitator : Programme Director) 11.00 - 11.15 am : Tea Break 11.15 - 1.15 am : Participants expectation and setting programme rules (Facilitator…) 1.15 - 2.00 pm : Lunch 2.00 - 5.00 pm : PR concepts (Facilitator…) 6.00 - 8.00 pm : A to Z Presentation skills
DAY 2 10.00 - 11.30 am : Organisation Image exercise (Facilitator…) 11.30 - 11.45 am : Tea Break 11.45 - 1.15 pm : PR Programme – Group exercise (Facilitator…) 1.15 – 2.00 pm : Lunch Break 2.00 - 3.30 pm : Group exercise contd.. (Facilitator…) 3.30 – 3.45 pm : Tea Break 3.45 - 5.15 pm : Group exercise contd.. (Facilitator…) DAY 3 10.00 - 11.30 am : Writing of Press release - Exercise (Facilitator…) 11.30 - 11.45 am : Tea Break 11.45 - 1.15 pm : Exercise contd.. (Facilitator…) 1.15 – 2.00 pm : Lunch Break 2.00 - 4.00 pm : Role play on media relations (Facilitator…) 4.00 – 4.15 pm : Tea Break 4.15 - 5.00 pm : Feedback Validation (Facilitator : Programme Director)
1. PREPARATIONS REQUIRED: 1.Finalising of the programme date. (2 months in advance) 2.Preparation forwarding of call letters or inviting nominations. 3.Acceptance of nomination and sending confirmation. 4.Classroom arrangements. 5.Audio visual equipment (OHP, Hand mic, Public address system, LCD Projector etc.) 6.Flip chart board 7.Other Stationary items like Flip charts paper, Marker pen, white board marker, OHP pens, OHP sheets, Floppy diskettes etc. 8.Computer with Internet. 9. Purchase of Textbooks (required number of copies). 10. Duplication of Trainee's Handbook. 11. Preparation of course material kit (Textbook, Trainee's handbook, Pad, Pen etc.) 2. PREPARATION WITH REGARD TO CONTENT OF THE TRAINING PROGRAMME:
For a successful training programme it is essential to see that the participants expectations and the programme objectives are synchronised. It is suggested that the participants profile are analysed based on the available information about the participant and keeping in mind the objective of the training programme an appropriate programme schedule may be drawn. It is necessary to ensure that the relevant examples, case or illustration are used and linked with the objectives. The course content may also suitably modified to ensure maximum benefit to the participants by equipping them with the required skill. We have provided a programme schedule with session wise break up. However we wish to inform that the Trainer is at liberty to change it as appropriate to the situation.
SESSION BRIEF First day / Second day / Third day Session 1: 1. Topic : Registration 2. Duration of the session : 30 minutes (From 10.00 a.m. to 10.30 a.m.) 3. Facilitator : - 4. Methodology : - 5. Support facilities required : - 6. Stationaries and other : Registration Form, Course Kit with materials required Text book Session 2: 1. Topic : Introduction 2. Duration of the session : 30 minutes (From 10.30 a.m. to 11.00 a.m.) 3. Facilitator : Programme Director 4. Methodology : -