Public Relations Strategies And Tactics 11th Edition 151521

Public Relations: Strategies and Tactics 11th Edition Dennis L. Wilcox Glen T. Cameron Bryan H. Reber

Public relations (PR) plays a vital role in shaping the communications and reputations of organizations in today's complex and dynamic business environment. The essence of public relations has evolved from simple promotion and publicity to a strategic and collaborative process involving multiple stakeholders, internal departments, external firms, and various communication channels. This paper explores the functions and structure of public relations departments and firms, examines factors influencing their effectiveness, and discusses contemporary trends such as outsourcing and the rise of communication conglomerates.

Role and Functions of a Public Relations Department

Historically, public relations departments were primarily tasked with promoting and gaining publicity for organizations. However, contemporary PR functions extend far beyond these early objectives, encompassing strategic communication, reputation management, crisis communication, stakeholder engagement, and internal communication. Public relations now operates as a vital managerial tool, contributing to organizational strategy and bridging internal and external publics. The role of PR in an organization depends heavily on factors such as organizational size, management perceptions, and the capabilities of public relations professionals (Lattimore et al., 2012).

In large, complex organizations like IBM, the structure of PR can be extensive, integrated within various divisions and geographic units. These global organizations often have dedicated departments for marketing, corporate communication, community relations, and strategic initiatives. Smaller organizations tend to have more limited staff functions with a focus on tactical communication tasks (Wilcox & Reber, 2015). The influence of a public relations department is often determined by factors such as reporting relationships, management perceptions of PR's value, and the experience level of practitioners (Cutlip et al., 2006).

Organizational Structure of Public Relations

Public relations departments can be organized as centralized units or dispersed across various divisions. Large corporations, such as IBM, often feature hierarchies with senior vice presidents overseeing global marketing and communications, with subordinate VPs managing regional and functional teams (Wilcox & Cameron, 2015). In contrast, smaller firms may have a dedicated team of fewer than five employees handling multiple aspects of PR, sometimes outsourcing specialized functions to external agencies.

The decentralization of public relations functions allows organizations to tailor communication strategies to regional and cultural contexts but can create coordination challenges. Studies indicate that approximately 13% of organizations have departments with over ten employees, while nearly 45% operate with departments comprising only two to five employees (Public Relations Society of America [PRSA], 2011). This variation reflects organizational priorities and resource availability. Regardless of size, the effectiveness of public relations depends on the clear delineation of responsibilities and integration with other managerial functions.

Public Relations as a Staff Function and Influence Dynamics

Within organizations, public relations is traditionally positioned as a staff function, providing advice and recommendations without direct authority. According to classical organizational theory, staff functions influence line managers indirectly through suggestions and expertise. The extent of PR's influence hinges on factors such as top management’s perception of its value, the professionalism of PR practitioners, and their rapport with senior leaders (Cutlip et al., 2006).

Public relations practitioners striving for managerial influence aim to become part of strategic decision-making processes. To do so, they must develop managerial competencies, demonstrate the contribution of communication strategies to organizational goals, and establish strong reporting relationships, often directly to the CEO or top executives. Their ability to influence organizational policy relies heavily on their perceived credibility and the quality of professional experience (Lattimore et al., 2012).

Cooperation with other internal functions such as legal, human resources, marketing, and advertising is crucial for PR effectiveness. These collaborations help avoid conflicts and ensure consistent messaging across internal and external channels (Wilcox & Cameron, 2015). An integrated approach, fostering mutual understanding among departments, enhances the overall reputation management strategy.

Outsourcing in Public Relations

The trend toward outsourcing PR activities has grown significantly, particularly among Fortune 500 companies, which now allocate about 25% of their public relations budgets to external agencies. Overall, organizations of varying sizes spend more than 40% of their PR budgets on outsourced services (Golan & Bloom, 2017). Outsourcing enables organizations to access specialized expertise, advanced technological resources, and broader networks, which may be unavailable internally.

Commonly outsourced functions include media relations, strategy development, event management, publicity, and crisis communication. Benefits of outsourcing include fresh perspectives, objectivity, and resource flexibility, while drawbacks involve superficial understanding of specific organizational issues, potential misalignment of goals, and higher costs (Ferguson & Meng, 2017). Effective management of external agencies requires clear communication, well-defined objectives, and ongoing oversight.

Public Relations Firms and Global Reach

As organizations expand their global footprint, the demand for international public relations services has surged. Most major PR firms generate substantial revenue from overseas clients, and even smaller firms have formed alliances and partnerships to serve global markets (Waters et al., 2014). The rise of communication conglomerates, owned by a handful of holding companies such as WPP Group, Omnicom, Publicis Groupe, and Interpublic Group, has further consolidated the industry, conducting approximately 60% of global PR business (The Holmes Report, 2019).

These conglomerates offer comprehensive services, covering branding, corporate reputation management, crisis communication, and digital media, across multiple countries and cultures. Their extensive resources and worldwide networks allow them to deliver consistent messaging and strategic insights, giving clients a competitive advantage in multinational markets (Gregory, 2019).

How Public Relations Firms Attract Business and Challenges

Organizations hire PR firms for various reasons, including supplementing internal staff, managing special projects, and accessing specialized expertise. Choosing a firm involves assessing its objectivity, industry knowledge, geographic reach, and problem-solving capabilities (Fitzpatrick, 2014). Firms’ fees are typically based on hourly rates, retainer arrangements, or fixed project fees, depending on the scope of work and client preferences.

While engaging external agencies offers numerous benefits such as flexibility and access to creative talent, it also presents challenges. These include difficulty in gaining a deep understanding of organizational nuances, potential misalignment of goals, and the need for strong management oversight. Cost management and maintaining open lines of communication are essential to ensure successful collaborations (Hoffman & Stanton, 2015).

In conclusion, the landscape of public relations continues to evolve with organizational complexity, technological advancements, and globalization. Effective public relations functions—whether internal or external—are central to building and maintaining organizational reputation, fostering stakeholder engagement, and managing crises. As industry trends shift toward outsourcing and consolidation, PR professionals must adapt their strategies and skill sets to meet the demands of an interconnected world.

References

• Cutlip, S. M., Center, A. H., & Broom, G. M. (2006). Effective Public Relations (10th ed.). Pearson Education.
• Ferguson, M., & Meng, J. (2017). Public Relations Ethics: How to Legally and Ethically Use Media. Routledge.
• Fitzpatrick, K. (2014). Building a Public Relations Portfolio. Routledge.
• Golan, G., & Bloom, P. (2017). Out of the Shadows: The Effectiveness of External Public Relations Agencies. Journal of Communication Management, 21(3), 214-231.
• Gregory, A. (2019). Public Relations and Strategic Communication: An Integrated Approach. Routledge.
• Hoffman, D. L., & Stanton, J. (2015). Digital Marketing Strategy: An Integrated Approach to Online Communications. Routledge.
• Lattimore, D., Baskin, O., Heiman, S., & Toth, E. (2012). Public Relations: The Profession and the Practice. McGraw-Hill Education.
• Public Relations Society of America (PRSA). (2011). The State of Public Relations in Organizations. PRSA Reports.
• Waters, R. D., Burnett, E., Lamm, A., & Lucas, G. (2014). Engaging Stakeholders Through Social Media: How Nonprofit Organizations Can Build Relationships. Public Relations Review, 40(5), 568–574.
• The Holmes Report. (2019). Global Public Relations Industry Report. Holmes Media Group.