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Ma t a kuliah : 0 0 324 - CRISIS COMMUNICATION & PUBLIC RELATIONS Tahun : 2010

A INTRODUCTION TO CRISIS OF COMMUNICATION AND PUBLIC RELATIONS Pertemuan 1 - 2 By: Dr. Drs. Dominikus Tulasi, MM. Ma t a kuliah : 0 0 324 - CRISIS COMMUNICATION & PUBLIC RELATIONS Tahun : 2010. Learning Objectives.

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Ma t a kuliah : 0 0 324 - CRISIS COMMUNICATION & PUBLIC RELATIONS Tahun : 2010

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  1. A INTRODUCTION TOCRISIS OF COMMUNICATION AND PUBLIC RELATIONSPertemuan 1 - 2By: Dr. Drs. Dominikus Tulasi, MM. Matakuliah: 00324- CRISIS COMMUNICATION & PUBLIC RELATIONS Tahun : 2010

  2. Learning Objectives At the end of this meeting, students expected to concludethe comprehension, definition, and concept ofCrisis of Communication and Public Relations , related to integrated communication tools, in achieving and consumers or market targeting. The students are expected to originate their analysis based on basic communication and Promotional Mix, which within PR is derived. In the first week lecturing, students expected to understand and comprehend “issues management” in relation to Public Relations realm, and crisis communication and the reputation of enterprise organization.

  3. CRISIS MANAGEMENT OF PUBLIC RELATIONS Issue management and crisis relatedto public relations realm. Definition of Issues Management: Terminology “issues management”published for the first time by: W Howard Chase dated April 15, 1976 in his news letter “Corporate Public Issues and Their Management” Volume 1 No.1, and so called “CPI”. The objectives of issues management is to introduce and validate a penetration in designing practical corporate management with aim at managing corporate public issues better than traditional management.

  4. ISSUES MANAGEMENT Sir Arvi Parbo in 1989, then Chairman of Western Mining Corporation, launch the center for corporate Public Affairs with the words: “Performance (in dealing with the social and political environment) must have increasing weight in the way in which managers are recruited, trained, evaluated and rewarded, because of the critical nature of these issues to the success of our enterprise. We can do our sums, be great at production and marketing, fine-tune our cash flows – we can do all those things well, but fail badly if we haven’t managed the social and political issues.” (Kim Harrison, 2008: 544).

  5. ISSUES MANAGEMENT (2)(Closing The Legitimacy Gap) One way to approach the question of issues is to consider that businesses and industries are in effect ‘Licensed’ by society to perform a function in the community. Society, through direct action or the political system, will always determine the rules of the game. The emergence of public issues relating to the organization reflects the extent to which the organization is not aligned with community expectations. (Kim Harrison, 2008: 544).

  6. ISSUES MANAGEMENT (2)(Closing The Legitimacy Gap) CORPORATE PERFORMANCE COMMUNITY AND GOVERNMENT EXPECTATIONS Gap THE LEGITIMACY GAP • The Gap can be reduced by: • Shifting Corporate Performance towards community or Government expectations – change behavior • Reducing Community or Government expectations, eg. By explaining the unreality or community cost of meeting their expectations, through communicating with them. ‘Perception is reality – on a given day – eventually the facts will hold’; • Preparing over differences by superficial responses or delaying tactics -- a short term and often counter productive approach. (Kim Harrison, 2008: 545).

  7. MANAGING ISSUES Problem + Impact = Issue. A problem can be solved, but an issue has to be resolved. The continuum of events starts with a concern that can lead to a problem, which in turn can lead to an issue, which when unresolved, can lead to a crisis.

  8. DIFFERENCES  PROBLEM – ISSUE: Source: Kim Harrison, 2008: 545)

  9. MANAGING ISSUES(The focus of issues management, meet three criteria: They would affect the organization’s business performance 2)The Organization would have to systematically mobilize resources to deal with them 3)The organization may reasonably expect to exert some influence over the outcome. (Kim Harrison, 2008: 546)

  10. MANAGING ISSUESMost issues management approaches tend to fall into three categories: Reactive (stonewalling, inaction). Adaptive (openness or accommodation to change) Dynamic (anticipation of the issue and an active attempt to shape it). (Kim Harrison, 2008: 546)

  11. BROAD DIMENSIONS OF CONFLICTThe Extent of likely conflict raised by an issue is reflected by: Scope—the number of people, groups or organizations involved in the conflict. Intensity—the degree of commitment of the contending parties mutually incompatible positions. This is often measured by the resources that a party can bring to the conflict. The capacity of a party to the conflict to recruit supporters shouldn’t be under-estimated. Visibility—this links conflict with the broader public. It indicates the number of people, groups or organizations that will be aware of the conflict and its consequences and are likely to become actively involved in the conflict. (Kim Harrison, 2008: 546)

  12. TYPES OF ISSUES: Universal issues—affect large number of people. Advocacy issues—the issues usually raised and promoted by those claiming to represent the public’s interest. Selective issues—special-interest groups involved. Technical issues—discussed only by limited groups with strong expertise. (Kim Harrison, 2008: 547)

  13. ETHICAL CONSIDERATIONS(There are three main approaches): The organization maximizes self-interest wherever possible. The organization bases its decision on the likely consequences—”doing the greatest good for the greatest number.” The organization adheres to moral principles, of ‘doing the right thing’ regardless of the consequences. Other parties can readily understand and respect the basis of these decisions (Kim Harrison, 2008: 550)

  14. STEPS IN AN ISSUES MANAGEMENT POLICY Monitor, forecast, identify, track and understand the issues confronting the organization. Evaluate and prioritize its issue for action. Assign responsibility for action. Develop a position on each issue. Develop a strategy on each issue. Implement the strategy Monitor and measure progress (Kim Harrison, 2008: 551)

  15. URGENCY POTENTIAL IMPACT Low Significant Major Low 1 2 Significant 3 Pressing 4 5,6 Sample strategic issues priority matrix The key priorities would be issues 5 and 6, which are located in the pressing and major impact category, followed by issue 4, (pressing and significant impact) and issue 2 (significant urgency and major impact). Issue 4 was selected ahead of issue 2 because it was more urgent. Issue 3 is next because it is both significantly urgent and has significant impact. (Kim Harrison, 2008: 551)

  16. Key questions in assessing issues How likely is a trend, event or development to become a major issues? How great will the eventual impact be on the organization? How likely would impact be focused on the organization rather than diffused over the entire community? When is the issue likely to peak – near, medium or long term? Who are the major players and what positions are they likely to adopt? What can the organization do to deal with the issue? What does the organization have to deliver to be a success? Critical resources – what can it have and not have? How can we avoid the handling of the issue becoming an issue itself?

  17. THANK YOU! THE WINNER WILL NOT QUIT… AND, THE QUITER WILL NOT WIN……!

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