Back Home

Management
  •  Organizational chart

Organizational Chart example

  • What is managing?
    • Directing
    • Controlling
    • Planning
  • Relatively closed systems
    • One way communication.
    • Emphasized functions:
      • Organize, control, motivate employees.
    • Minor attention to environment.
    • No worry about impact.
  • Management in open systems
    • System is organized set of subsystems:
      • Management
        • Includes PR.
      • Production
      • Maintenance
      • Disposal
      • Adaptive
        • Includes PR.
  • PR management in system
    • Boundary role
    • Liaison between organization and external groups.
    • Helps other subsystems communicate
      • With external publics.
      • With internal publics.
  • PR support for subsystems
    • Maintenance
      • Employee communication
    • Disposal
      • Promote products, services.
    • Adaptive
      • Ideas to and from environment.
    • Management
      • Plan & evaluate communication activities.
  • Open system management
    • PR is mission-oriented.
      • Supports overall mission of organization.
      • Helps formulate mission statement.
    • Accomplish goals and objectives.
      • Tied to mission.
    • Communication managed by PR Dept.,
      • Or counsel: Speak with one voice.
  • Management in open system
    • Management by Objectives (MBO)
      • Steps to reach goals.
    • Monitor progress.
  • Public relations management
    • Ongoing communication plan.
      • Fits into organization's annual activities:
        • Internal newsletter;
        • Quarterly magazine to key publics;
        • Annual reports (accompanying 10K);
        • Speakers Bureau;
        • Annual meetings;
        • Fund raising;
        • Company picnics.
  • Public relations management
    • Special plans
      • Crisis communication
      • Disaster plan
      • Emergency plans
    • Campaigns
      • Issues management
      • Problems detected in environmental monitoring.
  • Strategic planning
    • Anticipates changes
    • Solve potential problems;
    • Take advantage of opportunities.
    • Consider perspectives of stakeholders,
      • stockholders, employees, corporate culture, key publics.
  • Ongoing and special activities
    • Schedule and prioritize the activities;
      • Calendar of activities.
    • Set objectives for each activity.
    • Conduct year-end review and evaluation
      • Management review of MBO's and
      • For budget-making process.
  • Budgeting
    • PR administrative budget
      • Built from program budgets
        • Programs to meet organizational objectives.
      • Expenses
        • Salaries & benefits (time)
        • Production
        • Equipment
        • Overhead
        • Special project costs
        • Travel
      • Budgeting time
        • Estimate time needed to implement each program:
          • Schedule the sequence of events.
            • Gannt Chart
            • Program evaluation and review technique (PERT),
            • Critical path method.
  • Gannt Chart

Back to top

Back to Lectures Index