Australian Management Attitudes Toward Public Relations: Strategic Opportunities Lost

2001 ◽  
Vol 7 (1) ◽  
pp. 38-52
Author(s):  
Carol J. Steiner

AbstractThis paper reports some empirical research that examines how senior managers in large Australian organisations view and use public relations. The results suggest few Australian organisations practice ‘symmetric public relations,’ which means encouraging stakeholder participation in decisions, especially in corporate strategic planning. This may well represent lost strategic opportunities as it limits the scope of a firm's orientation to its external environment and denies firms the benefit of such an orientation.

Author(s):  
Carol J. Steiner

AbstractThis paper reports some empirical research that examines how senior managers in large Australian organisations view and use public relations. The results suggest few Australian organisations practice ‘symmetric public relations,’ which means encouraging stakeholder participation in decisions, especially in corporate strategic planning. This may well represent lost strategic opportunities as it limits the scope of a firm's orientation to its external environment and denies firms the benefit of such an orientation.


Author(s):  
Abdulla Almazrouei ◽  
◽  
Azlina Md Yassin ◽  

Strategic management have gained popularity in the public institutions to foster good delivery service to the public. The strategic planning enables organizations to establish a strategic match between the internal competency, resources and external environment. Majority of the successful organizations across the world use strategic management and planning as a tool that enables to optimize the operations and achieve maximum productivity with the resources. This paper reviewed on strategic management for organisations in Abu Dhabi especially for Abu Dhabi Police (ADP) force. It presents three strategic management theories which can be adopted by an organisation. This would help the organisation such as police department to reduce the increasing crime rate and mortality rate in UAE.


2014 ◽  
Author(s):  
Tricia Hansen-Horn ◽  
Adam E. Horn

Prologia ◽  
2021 ◽  
Vol 5 (1) ◽  
pp. 175
Author(s):  
Scelly Alvionita Chayadi ◽  
Riris Loisa ◽  
Sudarto Sudarto

The rapid growth of the coffee business in Indonesia especially JABODETABEK, has resulted in very tight competition for entrepreneurs in the coffee sector, this has made coffee shop entrepreneurs have to be able and must have the right strategy in dealing with this competition. The purpose of this study is to determine the Marketing Public Relations strategy of Kopi Kenangan in building brand awareness for the last 3 years. The theory used in this research is Whalen's 7 step Strategic Planning Process. The method used in this research is qualitative with the case study method. The data collection technique used was in-depth interviews. The results of this study indicate that the Marketing Public Relations of Kopi Kenangan wants to instill the mindset of "Affordable with High Quality Coffee" into the minds of consumers by using the Marketing Public Relations strategy consisting of pull, push and pass carried out by PR & Communications Kopi Kenangan. So that the process of maintaining brand awareness starts from not realizing the original brand of Kopi Kenangan, to the peak of the mind which means the success of Kopi Kenangan as a coffee brand that is able to develop and compete.Pesatnya pertumbuhan bisnis kopi yang ada di Indonesia terutama JABODETABEK sehingga menimbulkan persaingan yang sangat ketat bagi para pengusaha bidang kopi, hal tersebut membuat para pengusaha kedai kopi harus mampu dan harus mempunyai strategi yang tepat dalam menghadapi persaingan tersebut. Tujuan dari penelitian ini adalah mengetahui strategi Marketing Public Relations Kopi Kenangan dalam membangun brand awareness selama 3 tahun terakhir. Teori yang digunakan dalam penelitian ini adalah Whalen’s 7 step Strategic Planning Process. Metode yang digunakan dalam penelitian ini adalah kualitatif dengan metode studi kasus. Teknik pengumpulan data yang digunakan adalah wawancara mendalam (depth interview). Hasil penelitian ini menunjukan bahwa Marketing Public Relations Kopi Kenangan ingin menanamkan mindset “Affordable with High Quality Coffee” kedalam benak konsumen dengan menggunakan strategi Marketing Public Relations yang terdiri dari pull, push and pass yang dilakukan oleh PR & Communications Kopi Kenangan. Sehingga proses untuk mempertahankan brand awareness yang dimulai dari tidak menyadari merek awal Kopi Kenangan berdiri, sampai pada puncak pikiran yang berarti keberhasilan Kopi Kenangan sebagai brand kopi yang mampu berkembang dan bersaing.


2014 ◽  
Vol 3 (1) ◽  
pp. 24-38
Author(s):  
PUTRI REZA UMAMI ◽  
Kinkin Yuliaty Subarsa Putri

Abstract Management Issues in public relations has become an important part in government agencies in both the internal and external relations, if public relations help in facing a growing issue in a public relations liaison. General Directorate of PDAM Tirta Bhagasasi implementing issues management in maintaining the image of the demonstrations and reports which demands transparency capital funds for MBR program. But this concept is not optimal due to the lack of issue management system at PDAM Tirta Bhagasasi in anticipation of a growing issue in the community. This study with several theories: public relations, issues management, public relations concept, Issue and crisis management. With variable issues management. This variable has five dimensions and sixteen indicators. Research approach in quantitative, descriptive methods. Management issues by companies to identify, analyze and manage the various issues that come to the surface before the issue is widespread among the public. Parties should be able to do public relations strategic planning to make the corporation is able to analyze the issues, formulate policies, take action and decisions quickly. General Directorate of Legal Affairs and Public Relations principally PDAM Tirta Bhagasasi should be able to coordinate all forms of communication when issues develop. Provide information to the public by a written statement or a press conference. Issues management is also a medium for public relations to participate in management decisions. Public relations have an important role in the effective management of issues, especially in the strategic planning function and its relationship with the surrounding environment of the organization.   Keywords: issues management, crisis management, maintaining the image   Abstrak Manajemen Isu dalam public relations sudah menjadi bagian terpenting dalam instansi pemerintah baik dalam hubungan internal maupun eksternal, tidak dapat dipungkiri publicrelations membantu dalam menghadapi suatu isu yang berkembang dikarenakan seorang public relations menjadi penghubung dengan publik. Direktorat Umum PDAM Tirta Bhagasasi menerapkan manajemen isu dalam mempertahankan citra organisasi mengenai aksi demo dan pemberitaan yang menuntut adanya transparasi dana penyertaan modal untuk program Masyarakat Berpenghasilan Rendah (MBR). Penelitian ini menggunakan beberapa teori: public relations, manajemen isu, menggunakkan konsep public relations, Issue and crisis management. Dengan variabel manajemen isu. Variabel ini memiliki lima dimensi dan enam belas indikator.Pendekatan penelitian yang digunakan kuantitatif, metode deskriptif. Manajemen isu digunakan oleh perusahaan untuk mengidentifikasi, menganalisis dan mengelola berbagai isu yang muncul ke permukaan sebelum isu meluas dikalangan masyarakat. Pihak public relations harus bisa melakukan perencanaan strategis membuat korporasi mampu menganalisis isu, merumuskan kebijakan, mengambil tindakan dan keputusan secara cepat. Direktorat Umum terutama bidang Hukum dan Humas PDAM Tirta Bhagasasi harus dapat mengkoordinasi semua bentuk komunikasi ketika isu berkembang. Memberikan informasi kepada publik dengan pernyataan tertulis atau jumpa pers. Public relations memiliki peranan penting dalam mengefektifkan manajemen isu terutama dalam fungsi perencanaan strategi maupun hubungannya dengan lingkungan sekitar organisasi. Kata Kunci: manajemen isu, manajemen krisis, citra organisasi


2015 ◽  
pp. 693-718
Author(s):  
Nabyla Daidj

Firms operate in a more and more complex, dynamic, less predictable environment. This situation requires following different approaches of strategic positioning and strategic planning and developing new patterns of strategic thinking. There are several strategic models and tools. Most of them have advantages and disadvantages. In spite of these limitations, these models must be examined. The purpose of this chapter is to conduct a strategic analysis (external and internal diagnoses). It familiarizes the reader with the forces that shape competition in a company's external environment and then analyzes internal strategic capabilities for identifying strategic sustainable competitive advantage.


2015 ◽  
Vol 22 (4) ◽  
pp. 550-565 ◽  
Author(s):  
Fahad Alammar ◽  
David Pauleen

AbstractThis paper reports on an exploratory investigation into the concept of managerial wisdom. Six senior managers from diverse and large organisations in New Zealand were interviewed about their conception of managerial wisdom. The findings show that senior managers have a practical and positive conception of wisdom consisting of four factors: experience and knowledge, emotional intelligence, mentorship, and deliberation and consultation. The findings show that concepts of ‘spirituality’, ‘religiosity’, and, perhaps somewhat surprisingly, ‘ethics’, are all absent from the participants’ descriptions of wise managers. A tentative definition of managerial wisdom is proposed based on these findings as well as an explanation for the absence of ethics. As interest in wisdom and management continues to grow, this exploratory empirical research serves as a base for further research on the understanding and place of wisdom in management.


2018 ◽  
Vol 26 (4) ◽  
pp. 395-407 ◽  
Author(s):  
Jinyu Guo ◽  
Bo Zhou ◽  
Haili Zhang ◽  
Chunjia Hu ◽  
Michael Song

AbstractIs organizational slack good or bad for firm performance? Research addressing this question has obtained mixed results. Such studies have focused mainly on the impact of environmental conditions on the slack–performance relationship. In this study, instead of focusing on the uncontrollable external environment, we consider actions determined by firms internally, in particular strategic planning. Using data from 183 US firms, we explore the connection between organizational slack and firm performance with different levels of strategic planning. The results suggest that at low levels of strategic planning the slack–performance relationship is linear, while at high levels of strategic planning this relationship is inverse U shaped. We discuss the theoretical and practical implications of these findings.


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