Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice HallUpper Saddle River, New Jersey 07458
All rights reserved.
Cutlip & Center's
EffectivePUBLIC RELATIONS
PART IConcept, Practitioners, Context, and Origins
Chapter 3Organizational Settings
Tenth Edition
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice HallUpper Saddle River, New Jersey 07458
All rights reserved.
After studying Chapter 3, you should be able to:1. Discuss top management’s (dominant coalition)
impact on determining the relative importance and role of public relations.
2. Distinguish between line and staff functions.
3. Explain advantages and disadvantages of internal departments and outside counseling firms for serving an organization’s public relations needs.
Study Guide
3-1
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice HallUpper Saddle River, New Jersey 07458
All rights reserved.
After studying Chapter 3, you should be able to:4. Describe working relationships between the public
relations unit and other departments in organizations.
5. Outline four primary approaches public relations firms use for billing clients.
Study Guide
3-2
Copyright ©2009 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
1. Internal, not delegated
2. Internal, delegated department
3. External firm or agency
4. Internal–External Combination
Approaches To IntegratingPublic Relations
3-3
Copyright ©2009 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Line and Staff Organization Chart
3-4
Copyright ©2009 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Corporate Public Relations Department
3-5
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice HallUpper Saddle River, New Jersey 07458
All rights reserved.
1. Commitment to and participation in public relations
2. Hires and retains competent counsel
3. Includes public relations in policy making
4. Uses two-way communication with both internal
and external publics
5. Acts consistent with what is said
6. Clearly defines goals and objectives
How Top ManagementShapes Public Relations
3-6
Copyright ©2009 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
What is an organization’s “dominant coalition”?
Why is public relations sometimes excluded from
the dominant coalition?
3-7
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice HallUpper Saddle River, New Jersey 07458
All rights reserved.
1. Proximity and access
2. Organizational changes (management or structure)
3. Characteristics of practitioners
4. Extent to which research is used
5. Views of line managers and the practitioners themselves
Factors Influencing Public Relations’ Role in Management
3-8
Copyright ©2009 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Advantages of an
Internal Department?
Disadvantages of an
Internal Department?
3-9
Copyright ©2009 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Advantages of an
External Firm?
Disadvantages of an
External Firm?
3-10
Copyright ©2009 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Annual Revenue Per Practitioner Based on Billable Hours for Ten
Largest Independent Firms (2007)
Total income = $148,000 Total employees
Data Source: Jack O’Dwyer’s Newsletter, 3/12/083-11
Copyright ©2009 by Pearson Education, Inc.Upper Saddle River, New Jersey 07458
All rights reserved.
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Annual Revenue Per Practitioner Based on Billable Hours for
Example Firms
Qorvis Communications, D.C. $ 354,616
Regan Communications, Boston 283,397
Edelman Worldwide PR, NY/Chicago 138,285
Waggener Edstrom, Bellevue, WA 132,968
Text 100 International, NY 109,0913-12
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice HallUpper Saddle River, New Jersey 07458
All rights reserved.
1. Monthly retainer
2. Minimum retainer, plus monthly charges
3. Hourly charges, plus expenses
4. Fixed project fee
Four Ways to Pay Counseling Firms:
3-13
Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice HallUpper Saddle River, New Jersey 07458
All rights reserved.
3-14
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