What do they mean How do they mean

What do they mean? How do they mean?

M 92 MC Public Relations Week Three Corporate PR John Keenan John. keenan@coventry. ac. uk

So far… Week One What is PR? Introduction to module and assignment and advice https: //m 92 mc. wordpress. com/what-is-pr/ Cultural framework of PR – neoliberalism, post-industrial https: //m 92 mc. wordpress. com/cultural-framework/ Week 3 of 12

Assignment 1. Essay. Using a range of examples critique the nature and practice of public relations. Word limit 3000 words. Deadline 12. 3. 15 You should consider 1. What PR is 2. How PR is constrained by the cultural framework 3. Types of PR and their similarities and differences 4. Ethics 5. How crises may be managed through PR 2. Create a PR campaign for a fictional firm. Groups of up to 6. Deadline 12. 5. 15

What do they mean? How do they mean?

Corporate PR 1. What is a corporation? 2. Internal control to gain identity 3. External methods to gain image 4. Case Studies – Shell, Disney, Mc. Donald’s

Other External Stakeholders: Suppliers, Investors Recruitment Satisfaction Employee View Corporation Customer Satisfaction View Retention Loyalty Identity Image Revenue

1. What is a corporation?

What is an organisation? “Organisations can…be defined as bounded communities, as processes and as sites of contest of meaningmaking. ” (L’Etang 2008: 190)

Discourse

Organisations as: • Machine / Organism / Brain Gareth Morgan in L’Etang 2008: 192

People in Organisations Positional Individualist Enclave Isolate 306 DOU

Corporations are Political ‘all institutions are of necessity political…All have to perform in such a way that they will not be rejected an opposed by groups in society that can veto or block them’ Drucker (1980) ehling grung and white page 363

Corporations Need Identity ‘Any organization, be it multinational corporation, urban arts centre or government department, needs a clear sense of its identity and purpose, and needs to project this sense to its own staff, to the general public, and to other organizations with which it deals. Defining this sense is a task of management in which the expertise of public relations can be used, and it will be carried out by means of extensive interviews within the organization and outside it’ Morgan, J. and Welton, P (2009) See What I Mean. London: Hodder p. 96 -7

Corporations are People “Legal theory endows corporations with a fictive personality…Does is make sense to think about organisational intentions? Do organisations think, and if so, how? ” (L’Etang 2008: 190) http: //www. youtube. com/watch? v=MKbp. Q_H 7 zi. U

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http: //www. statisticbrain. com/sta rtup-failure-by-industry/

http: //www. cbsnews. com/news/why-did-tesco-fail-in-the-us/

What is a corporation? Definition…

Political body struggling for power and influence; struggles articulated and performed through discourse. A collectivity of people with (mostly) shared missions or interests

2. Identity

Michael Wood on England Identity is not something genetic, safe and secure. It is shaped by history and culture: it is about group feeling…It is always in the making and never made. Stuart Hall – a struggle, in process 24

Identity: Schools of Thought STRATEGIC FOCUS CULTURAL FOCUS 1. The Strategic School: Articulation of corporate mission and philosophy 3. The Behavioral School: Nurturing a distinct organizational cultural mix COMMUNICATIONS FOCUS FASHIONABILITY FOCUS: THE ORGANIZATION’S INTERNAL AND EXTERNAL STAKEHOLDERS 5. The Corporate. Communications School: Communicating the organization’s mission and philosophy through formal corporate communications policies Feedback 2. The Strategic-Visual School: Effecting strategic change through visual means 4. The Visual-Behavioral School: Communicating visually the organization’s distinct culture 6. The Visual-Communications School: Communicating the organization’s mission and philosophy visually 7. The Design-as. Fashion School: Keeping visual elements fashionable Integrative Diagram of the Hierarchy of Schools of Thought in Strategic Corporate-Identity Management Adapted from Balmer (1995) [54] (Based on an analysis of the literature)

new model of the corporate identity - corporate communications process CORPORATE Primary through Communication STAKEHOLDERS Tertiary Communicati on IDENTITY Secondary Communication STAKEHOLDERS Exogenous Factors Creates Can lead CORPORATE IMAGE to AND CORPORATE REPUTATION COMPETITIVE ADVANTAGE Creates Feedback POLITICAL, Corporate Identity (i) Values & Purposes (ii) Corporate Strategy (iii) Organisational Culture (iv) Organisational Structure ECONOMIC, Primary Communication (i) Products & Services (ii) Market behavior (iii) behavior towards Employees (iv) Employee behavior to Other Stakeholders (v) Non-Market behavior Secondary Communication Environmental Forces (i) Formal, Corporate & The five environmental Communications (Advertising, categories have an impact on PR, Graphic Design, Sales all parts of the process Promotions, etc). articulated above (ii) Visual Identification Systems ETHICAL, SOCIAL & TECHNICAL, ENVIRONMENTAL FORCES Tertiary Communications (i) Word-of-mouth (ii) Media Interpretation and spin (iii) Competitors - Communication and ‘spin’ Corporate Image (i) The immediate mental picture that individuals or individual stakeholder groups have of an organisation Competitive Advantage (i) The reputation of the company in the eyes of individuals and stakeholder groups will influence their willingness to either provide or withhold support for the company Stakeholders (i) Individuals (increasingly are Exogenous Factors Corporate Reputation seen to belong to multiple Perceptions of the organisation and (i) Evolves over time as a stakeholder groups both within therefore the strength of competitive result of consistent and outwith the organisation. advantage can be influenced by a performance reinforced Traditionally, stakeholders are number of factors including: by the three types of categories as belonging to one (i) Country of Origin, Image and communication shown stakeholder group) Reputation above (ii) Customers (ii) Industry Image and Reputation (iii) Distributors and retailers (iii) Image & Regulations of Alliances (iv) Suppliers and Partnerships etc. (v) Joint-venture partners (vi) Financial Institutions and analysis (vii) Shareholders (viii) Government & Regulatory Agencies (ix) Social Action Organisations Balmer & Gray (1999) 26 (x) General Public (xi) Employees

1. Coercive Management http: //youtu. be/w. VQPY 4 Llb. J 4

2. Referent Management

3. Expert Management

4. Legitimate Management

5. Reward Management

http: //youtu. be/6 f 6 q. Rwp 8 Yw. E? list=RDR 2 h. VMf. FDWE 8

Panopticon Surveillance

Internal Control • Winslow Taylor • Hawthorne Effect

Surveillance

Targets • Game theory http: //plato. stanford. edu/entries/game-theory/ Freedom-----control

“we relinquish many of our rights of free speech when we take up employment. The organisations which employ us are, with few exceptions, not worker-democracies but autocracies or oligarchies run by people who are usually accountable to others […] Employees are obliged to receive the ideas and information communicated by their employers, and at the same time they forfeit the right to speak out. Bringing one employer into disrepute is a commonly accepted basis for dismissal, while breaching confidences and speaking to the media without permission often constitute disciplinary offences. ” Morris and Goldsworthy 2012: 116

‘An individual needs to accept constraints on his/her behaviour by the mere fact of belonging to a group. For a group to continue to exist at all there will be some collective pressure to signal loyalty. Obviously it varies in strength. At one end of the scale you are a member of a religious group though you only turn up on Sundays, or perhaps annually. At the other end there are groups such as convents and monasteries which demand full-time, life-time, commitment. ’ Mary Douglas http: //projects. chass. utoronto. ca/semiotics/cyber/dou

Belonging Anthropology – Margaret Mead, Malinowski – tribal belonging. Them and Us. Taboo Durkheim: ‘classification underwrites all attempts to co-ordinate activities. Anything that challenges the habitual classification is rejected. ’ Douglas http: //projects. chass. utoronto. ca/semiotics/cyber/douglas 1. pdf

Corporate Culture • a set of values, beliefs, and behaviour patterns (Deal and Kennedy, 1982; Jones, 1983; Kotter and Heskett, 1992; Pheysey, 1993; Deshpande and Farley, 1999) • Cognitive map that influences the way in which the context is defined, for it provides the selection mechanisms or norms and values which people enact events. A pattern of beliefs, symbols, rituals, myths, and practices that have evolved over time. (Pheysey, 1993). • Corporate culture is also the dominant values espoused by an organisation or a set of values and assumptions that underlie the statement: “this is how we do things around here” (Deal and Kennedy, 1982; Quinn, 1988).

Elements of Organisational Culture Physical Structures Artifacts of organisational Culture Organisational Culture Rituals/ Ceremonies Stories Language Beliefs Values Assumptions (Mc. Shane and von Glinow 2008)

Visible Manifestations • • • Symbols Stories Heroes Slogans Ceremonies Daft and Lane 2009 44

3. Image

Elements of Organisational Culture Physical Structures Artifacts of organisational Culture Organisational Culture Rituals/ Ceremonies Stories Language Beliefs Values Assumptions (Mc. Shane and von Glinow 2008)

‘reputation management begins from the inside, not in the corporate communication department. However it is usually that department that is responsible for building relationships with stakeholders and being in regular dialogue with them. They are the bearers of the corporate narrative, but more importantly they are the organizational antennae, ever in dialogue and listening and ever alert to danger signs. And it is in building relationships of trust that the organization builds a level of protection for itself when things go wrong. They are more likely to be believed, they will have others speaking in their defence and they will have a history of integrity behind them. ’ Griffin, Andrew. PR in Practice : Crisis, Issues and Reputation Management : A Handbook for PR and Communications Professionals. London: Kogan Page Ltd. , 2014

What would you do?

Brand equity ‘brand equity is the positive differential effect that knowing the brand name has on customer response to the product or service. ’ http: //uwmktg 301. blogspot. co. uk/2010/03/brand-equity. html

‘Unless the organization is completely new, two pictures will emerge: the way it is actually seen, and the way it would like to be seen. The next task is to change the former image so that it more closely resembles the latter’ Morgan, J. and Welton, P (2009) See What I Mean. London: Hodder p. 97

Who are they? Who are you?

Branding Coventry University

Parity marketing

A brand is a way of giving a company a soul Larry Light in Price 1990

Control of the image One body One soul One memory One morality

http: //managementstudyguide. com/ brand-image. htm

https: //corporaterep. wordpress. com/2010/09/09/the-identity-mix/

3. Case Studies

Sponsorship https: //corporaterep. wordpress. com/2010/09/09/the-identity-mix/ Corporate Social Responsibility https: //corporaterep. wordpress. com/2010/09/09/the-identity-mix/ Workplace http: //jobs. siliconindia. com/career-news/Worlds-Most-Admired. Employers-nid-162589. html

Disneyization

Control of workforce

Control of consumers http: //www. youtube. com/watc h? v=QFHr. Wjq. Fd. TE We're sorry. Each infant must be accompanied by an adult.

Control of environment

Resistance

Control Scripted behaviours

Weekly ‘conversation’ at Café Nerro every week M - me C - Café Nerro woman C can I get you anything to drink? M a large latte please C staying in or taking out? M staying in C any cakes or pastries? M a blueberry muffin/apricot croissant C that will be £ 4. 60. Have you got a loyalty card? M no C would you like one? M no C sugar is on the table there M thankyou

Falling Down