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Archive for the ‘Public Relations’ Category

Matthew Freud’s PR agency has won a multi-faceted £1m per year PR account with the Department of Health.

Obesity: key aspect of Freuds' DH brief
Obesity: key aspect of Freuds’ DH brief

DH confirmed today that Freuds will ‘manage creative PR around all the Department’s public health campaigns’.

The newly created single brief covers four of the department’s major comms programmes – Smokefree/Tobacco Control, the Change4Life obesity campaign, Older People and Younger People.

Freuds has been handling the DH’s flagship anti-obesity drive Change4Life since 2008, worth up to £45k per month to the agency. Freuds’ new contract will take effect from 1 January and is thought to be worth about £85k a month.

Consolidated was formerly working on a project for DH called My Health London, and has previously handled the DH’s swine flu vaccination campaign, while Blue Rubicon previously worked on tobacco control campaigns.

A statement from the Department of Health said that the newly integrated approach would make cost-savings of about 25 per cent.

The statement added: ‘Too often in the past the Department has held separate conversations with the same people, one day talking to them about their diet, the next about their alcohol consumption without recognising linked behaviours. The department is now tailoring its social marketing activities through the life course, so that at each stage in an individual’s life, there is a trusted brand, providing all the information, support and resources, he or she might need.’

Sheila Mitchell, head of marketing at the Department of Health, said: ‘Freud Communications delivered a really exciting pitch. It has some big ideas that we believe will not only promote good health but will really change people’s behaviour.

‘Our public health social marketing strategy takes us to the next level, adopting a life-stage based approach, which will make our campaigns more effective and save money.’

She added that Freuds would forego a percentage of its fee if the agency does not meet specific targets.

Meanwhile, MEC will manage media planning around the newly combined outreach drives.

Source:  Alec Mattinson, prweek.com, 20 December 2011, 2:24pm

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Louis Theroux is a British-American broadcaster best known for his Gonzo style journalism on the television series Louis Theroux’s Weird Weekends and When Louis Met…

 

 

 

 

In When Louis Met… (2000–2002), Theroux accompanied a different British celebrity in each programme as they went about their day-to-day business, interviewing them about their lives and experiences as he did so. In When Louis Met Max Clifford, Max Clifford tried to set Louis up. However, it backfired when Max Clifford was caught lying, as the crew was still recording his live microphone during a conversation.

Watching the documentary video in the last class of Contemporary Theories and Issues in PR made me think about celebrities, PR and publicists. What Max Clifford does with his clients is to protect their best interests and bring out an image that would look good and this is what a PR person does. Generate stories and ensure that his clients are safe.  Selling stories to the media can be tricky as it might not turn the way you want but then again this is why we are here to make sure that the message will get across in a right way.

 

Below is a link to watch the full documentary of When Louis Met Max Clifford:

Louis Theroux documentary with Max Clifford: http://www.veoh.com/collection/louistherouxseries/watch/v4152959qN8WWCS#

Watch Louis Theroux – Max Clifford in Entertainment  |  View More Free Videos Online at Veoh.com

Max Clifford Career:  http://www.squidoo.com/MaxClifford

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“A non-governmental organization (NGO) is any non-profit, voluntary citizens’ group which is organized on a local, national or international level. Task-oriented and driven by people with a common interest, NGOs perform a variety of service and humanitarian functions, bring citizen concerns to Governments, advocate and monitor policies and encourage political particpation through provision of information. Some are organized around specific issues, such as human rights, environment or health. They provide analysis and expertise, serve as early warning mechanisms and help monitor and implement international agreements. Their relationship with offices and agencies of the United Nations system differs depending on their goals, their venue and the mandate of a particular institution”  By: NGO  Global Network

 

Types of NGOs

Apart from “NGO”, often alternative terms are used as for example: independent sector, volunteer sector, civil society, grassroots organizations, transnational social movement organizations, private voluntary organizations, self-help organizations and non-state actors (NSA’s).

Non-governmental organizations are a heterogeneous group. A long list of acronyms has developed around the term “NGO”.

 These include

  • CSO, short for civil society organization;
  • DONGO: Donor Organized NGO;
  • ENGO: short for environmental NGO, such as Global 2000;
  • GONGOs are government-operated NGOs, which may have been set up by governments to look like NGOs in order to qualify for outside aid or promote the interests of the government in question;
  • INGO stands for international NGO; Oxfam is an international NGO
  • QUANGOs are quasi-autonomous non-governmental organizations, such as the International Organization for Standardization (ISO). (The ISO is actually not purely an NGO, since its membership is by nation, and each nation is represented by what the ISO Council determines to be the ‘most broadly representative’ standardization body of a nation. That body might itself be a nongovernmental organization; for example, the United States is represented in ISO by the American National Standards Institute, which is independent of the federal government. However, other countries can be represented by national governmental agencies; this is the trend in Europe.)
  • TANGO: short for technical assistance NGO;
  • GSO: Grassroots Support Organization
  • MANGO: short for market advocacy NGO
  • CHARDS:Community Health and Rural Development Society

Methods

NGOs vary in their methods. Some act primarily as lobbyists, while others primarily conduct programs and activities. For instance, an NGO such as Oxfam, concerned with poverty alleviation, might provide needy people with the equipment and skills to find food and clean drinking water, whereas an NGO like the FFDA helps through investigation and documentation of human rights violations and provides legal assistance to victims of human rights abuses. Others, such as Afghanistan Information Management Services, provide specialized technical products and services to support development activities implemented on the ground by other organizations.

Public relations

Non-governmental organizations need healthy relationships with the public to meet their goals. Foundations and charities use sophisticated public relations campaigns to raise funds and employ standard lobbying techniques with governments. Interest groups may be of political importance because of their ability to influence social and political outcomes. A code of ethics was established in 2002 by The World Association of Non Governmental NGOs.

 

Oxfam/ NGOs Responding to HIV/AIDS

Over the last twenty years, there has been a considerable increase in the number and range of NGOs involved in responding to the multiple challenges presented by HIV and AIDS: NGOs undertaking HIV and AIDS work; NGOs integrating HIV and AIDS-specific interventions within other health programming; and NGOs mainstreaming HIV and AIDS within development, human rights and humanitarian programming. There have also been significant changes in the global funding environment, particularly in ensuring that the lessons learned over the past 20 years are used to guide the allocation of resources in scaling up responses to HIV and AIDS.

These changes both support and complicate the process of expanding the scale and impact of NGO programmes. The proliferation of NGOs and programmes has, at times, occurred at the expense of accountability and quality programming and has led to fragmentation of the NGO ‘voice’ in the HIV and AIDS response.

160 NGOs world wide have now signed up to Renewing Our Voice: Code of Good Practice for NGOs Responding to HIV and AIDS, which seeks to address these new challenges by providing a common tool to:

  • advocate for evidence-based programmes by outlining the principles and evidence that underscore successful NGO HIV and AIDS work
  • assist NGOs to improve the quality and cohesiveness of their work on HIV and AIDS and strengthen their accountability to our NGO partners and beneficiary communities
  • foster greater collaboration between the wide variety of NGOs now involved in responding to HIV and AIDS and
  • renew the NGO voice by enabling NGOs to commit to a shared vision of good practice in their programming and advocacy.

The principles set out in this Code are invaluable guidelines for organisational planning; programme development, implementation, and evaluation; advocacy efforts; and resource allocation.

The NGO HIV and AIDS Code of Practice Project is a joint initiative of: ActionAid International; CARE USA ; Global Health Council ; GNP+ ; Grupo Pela Vidda ; Hong Kong AIDS Foundation ; ICASO ; International Federation of Red Cross & Red Crescent Societies ; International Harm Reduction Association; International HIV/AIDS Alliance and the World Council of Churches

 

Read Report Online (PDF) url: http://www.ifrc.org/cgi/pdf_pubs.pl?health/hivaids/NGOCode.pdf

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This week issue to discuss was Political Communication. A subject to be honest am not very interested, however I’d like to stress a few points of how Political PR embrace the new media landscape and explore new options with the usage of social media tools, where we should admit it’s the future.

An example of how social media work together with Political PR is the Barack Obama – 2008 U.S.A. Presidential campaign. Part of his campaign tools and methods were social media platforms such us: YouTube, Facebook, e-mails and websites among others to attract voters.

A good and smart plan of his strategy was to use the web, as he manages to reach young voters more easily and speak to them to a language that they can understand. To some individuals politics can be boring and campaign information too hard to digest. However, there are opportunities to reach those individuals when you try to understand them and get your message across with the use of online communication platforms.

What the communication department of Barack Obama’s campaign did was very smart to use Facebook groups and upload campaign speeches on YouTube it actually helped allot to engage more voters with the campaign and reach the campaign’s objectives.

The Mission was:  To become President

Objectives: To raise funds for the campaign and engage the wider community and get people to vote

With the combination of offline and online mediums he built a strong communication plan where even the hardest voters to reach were reachable. And instead of them going to find information about the campaign, it happen the other way around the campaign came to them.

This is the power of new media. Exploring social media tools is a whole new world full of opportunities to all sectors as they key point is to reach your audience and social media is doing exactly that, it engage you and allow you to speak directly to your audience and get your message across at a convenience and sociable manner to both ends.

For more information go to:

Barack Obama Website

Barack Obama on MySpace

Barack Obama on Twitter

Barack Obama on Facebook

Barack Obama Channel on YouTube

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Following a very interesting debate, I would like to stress a few point that I personally believe for women it’s going to be very hard to reach top managerial roles in an organisation, not because they don’t have the right skills or they are lucking of attributes but simply because women from their nature have different wants and need’s from male and have greater caretaking demands.

First of all I would like to define the term “glass ceilling” The “glass ceiling” is a term coined in the early 80’s to describe the invisible barrier with which women came in contact when working up the corporate ladder. Fey Weldon, a Feminist writer coined that the glass ceiling exists, especially for women with children – not because they’re discriminated against but because bonding with babies creates a perpetual maternal anxiety which you can never turn off. Therefore makes the role of a mother more important than any other responsibility.

Back in the 1960’s, women formed only 10 per cent of the American PR field. Only 20 years later, in the mid-80s, this percentage had increased to 50 per cent. This phenomenon, called the “Gender Switch”, initialized the quantitative feminization of public relations (Dozier, 1988, p.8). 

Froehlich suggests that the reasons behind women’s ‘disappearing act’ in professional careers are that women want to: starting a family and the ‘double shifts’ in career and home it doesn’t leave them enough time be able having a top career and be a wife and mother all three at the same time.

I personally agree with Froehlich as lots of women want to have a top career but they also want to have a family at some point of their life’s and when that time comes the scale points towards family.

At the end of the debate the team who supported that women have chances to become manages gain lots of votes, however, I still argue to that point and I support that women will not be on easy place to become managers, I don’t want to seem back and white here, but keeping in mind what my colleague said about her ex-boss case study. Basically she was the manager of a company, and when she had a baby she didn’t took the whole 12 months of maternity leave and she went back to work 2 months after she gave birth as she was holding a key position at the company. What happen upon her arrival back at work was that she couldn’t cope with being a mother and a boss at the same time and she was saying that she was feeling that she wasn’t a good mother as she couldn’t spend much time with her family and on the other hand she wasn’t a good boss as she couldn’t give contribute much to the company, when her mind was at her family, many times she was out of the office not for business meetings but for family obligation,  and what happened after a year when the company had a restructure she lost her position and the reason was that she was very inflexible.

Dozier proposed that the public relations industry consists of two main job functions: tacticians and management. Generally, public relations managers have a larger income potential than tacticians, and several studies that mention on Glen Broom and David Dozier journal show that the glass ceiling forces women to remain at the tactical level, thereby limiting the influence they have on the companies they work in.

According to Levinson, (1994) – stereotypes based on gender have historically placed women in a nurturing, submissive role while men are seen as the dominant, more aggressive gender.

According to Bardwick & Douvan (1976), Characteristics of objectivity and Stereotypical views of males suggest they are more suited to managerial positions than females because of their leadership styles

Sexual discrimination often keeps women out of management positions. Cultural stereotypes suggest males are intellectually superior to women, are more emotionally stable, and are more achievement-oriented and assertive than women (Billing and Alvesson, 1989).

On the other hand if we start looking at salary scales…..

Most research has shown that women earn less than men because they are willing to accept less as the society values put male employees more highly, because women work in lower paying organizations such as nonprofits, and because women have greater caretaking demands.

In the US public relations industry the average male salary is $123 K. However, the average female earning is $80, K (Anderson 2006, p. 30). And in the UK, Female public relations professionals working in-house earn around £ 4,000 less than their male.

Video: The Glass Ceiling (2009)

Reference:

Dozier, D. M. & Broom G.M. (1995). Evolution of the Manager Role in Public Relations Practice. Journal of Public Relations Research. 7 (1), 3-26. [online] Available from: http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6W5W-4MXRRYJ-4&_user=8114907&_rdoc=1&_fmt=&_orig=search&_sort=d&_docanchor=&view=c&_acct=C000009979&_version=1&_urlVersion=0&_userid=8114907&md5=2cd0600c722f74eff65adf4056517faf

Dozier, D,. and Broom, G,. (1995). Journal of Public Relations Research. Evolution of the Manager Role in Public Relations Practice.. 7, pp.p3-26, 24p.

Froehlich, R,. (2005). The “Friendliness Trap”: Feminine and Feminist Values as Obstacles for Women’s Future and Career in Journalism [online]. [Accessed 04 February 2010]. Available from: http://portal.unesco.org/ci/en/ev.php-URL_ID=19079.

Dozier, D. M. (1988). Breaking public relations´ glass ceiling. Public Relations Review, 14(3), 6-14.

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Why we need professional codes/ethics in the field of PR?

Certain rules, standards and ethics of behaviour are being performed and followed in every society. The majority of people both in their private or professional lives are expected to have certain codes of behaviour and act ethically. It is also expected that those with whom we have dealings to follow these codes and ethical behaviour too. In the UK every professional body and organisation retains certain ethical standards or codes of contact. These codes are expected to be followed by its members and abide those moral principals or set of moral values held by an individual or group. (Gruning, 1984). The Chartered Institute of Public Relations (CIPR) is no exception. The CIPR’s main responsibility is to establish, provide and certify the standards of Professional and ethical codes. (Henslowe. 2002). When a member joins the Chartered Institute of Public Relations agrees to: be honest and transparent with employers, employees, clients, fellow professionals and others and the public, must maintain standards of integrity, confidentiality and respect the customs. Furthermore, they have to work with the legal frameworks of the place that practices Public Relations. They have to respect and follow the rules that issued by the Institute of Public Relations and encourage others to follow them too. They also have to work on measurements to ensure employment best practice including avoiding unfair discrimination on any grounds. Finally, they have to deal with honesty and integrity in business with employers and be responsible regarding public interest.

All these ethical patterns and theories sound all nice and good. But what is happening when the practitioner puts in a position where follow these ethics is not an option?? I personally believe that the practitioner has to act very diplomatically by following companies’ regulations and policies but at the same time be ethical up to an extent that doesn’t alter the nature of the profession. We doing PR therefore we want to get the message across, it is very important to tell the truth as well as protect companies reputation. It is very vital not to forget what we doing? What is our role? Professional ethics are crucial in the public relations profession because those ethics are ensuring the right use of PR profession. There is two basic principles of ethics that Heath, (2001) proposed for PR practitioners to have. Firstly, they have the will to be ethical, honest and trustworthy and do not willingly injure others. Secondly, their actions should always avoid adverse consequences upon others. Public Relations practitioners have the obligation to make the organisation aware of those consequences in order to avoid injury of others. I totally agree with that, I wouldn’t like seeing myself as a future practitioner to come a point where I would have to cross the line. But on the other hand am thinking, what if this is for the greater good for the company?

After all the company will sign my paycheck at the end of the month…

 

CIPR – Code of Conduct:

http://www.cipr.co.uk/direct/membership.asp?v1=code

Ethics Minute  – A general Ethics video…

*The fundamental rule in ethics is simple: Do the right thing.

References:

Henslowe, P. (2002). Public Relations. London: Kogan Page Limited.

Gruning, E, J,. (1984). Managing Public Relations. 1. ed. Florida: Harcourt Brace Jovanovich College

Heath, L, R,. (2001). Handbook of Public Relations. 1. ed. London: Sage Publications.

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This week’s topic was Crisis Management which I found vey interesting and I learned allot, especially when we had the case study/role-play practice.

Crises can strike at any time, the most important thing is when crises happen, there needs to be a plan that ensures a positive, focused and effective response comes out. During a crisis there tends to be confusion, uncertainty and even fear, as everyone is bombing with questions and asking for instant answers, which in reality is very hard to correspond to them as the facts are not in your hands and needs some time to find out what happened, how it happened, what cause it and find a way to deal with it. So doing a full precise press announcement can be quite tough. However, some sort of statement needs to go out and inform the public of the situation, even if it is only a description in chronological order of what we know so far.

A crisis management plan generates order out of chaos. It needs strong leadership by well-trained and rehearsed individuals. Everyone within an organisation should know what his or her role is in a crisis and should be prepare to deal with one. 

The Department for Business Innovation and Skills (BIS) suggests a number of benefits of an effective crisis management which are:

  1. Enhanced safety for staff and customers
  2. Compliance with regulatory and ethical requirements
  3. Effective management of major incidents
  4. Increased staff awareness of the organisation
  5. Increased confidence and morale within the organisation
  6. Protected and often enhanced reputation
  7. Reduced risk of litigation
  8. Levels of control and authority limits

Also proposes roles of the Crisis Management Team

The role of the Crisis Management Team (CMT) within a business is a straightforward management process. It should:

  1. Establish what has happened
  2. Assess the impact
  3. Resolve any conflicts of interest
  4. Identify and prioritise actions required
  5. Retain control

There are different ways and tactics that can be use in order to deal with a crisis, some of them that we discussed in the class was: make sure key spokesmen are media trained, centralise communications channels, keep communication channels open and reduce isolation.

One of the key points I have learned from this topic was that in order to perform crisis management, you need to be ready to take control and deal with the media as well as be friendly with them, which is very important to a company or organisation who has been hit with a crisis to look good and have a soft appeal to the circumstances rather than deal with it in a unfriendly manor.

In matter of crisis management and social media I found a very good video, which I believe that stress out a few positive and negative points of crisis management in relation to social media.

Crisis management and social media

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