The book An Overview of the Public Relations Function was written by Shannon A. Bowen (Syracuse University), Brad Rawlins (Brigham Young University), and Thomas Martin (College of Charleston) and published by Business Expert Press. It provides an executive overview of the field with a focus on what managers need to know to master the function quickly and effectively. Chapter 5, Organizational Factors Contributing to Excellent Public Relations, discusses how public relations should be organized and structured, and how it should fit ideally within the larger organizational culture to ensure optimal outcomes.
The book An Overview of the Public Relations Function was written by Shannon A. Bowen (Syracuse University), Brad Rawlins (Brigham Young University), and Thomas Martin (College of Charleston) and published by Business Expert Press. It provides an executive overview of the field with a focus on what managers need to know to master the function quickly and effectively. Chapter 6, How Public Relations Contributes to Organizational Effectiveness, discusses how organizations define success, and how the stakeholder management approach to public relations can provide a concrete strategy for enhancing organizational effectiveness and can contribute to the long-term sustainability of organizations.
The book An Overview of the Public Relations Function was written by Shannon A. Bowen (Syracuse University), Brad Rawlins (Brigham Young University), and Thomas Martin (College of Charleston) and published by Business Expert Press. It provides an executive overview of the field with a focus on what managers need to know to master the function quickly and effectively. Chapter 7, Identifying and Prioritizing Stakeholders and Publics, provides a realistic description of the practice of public relations. The authors emphasize that strategic public relations begins with identifying your publics and building ongoing relationships with them based on advanced concepts of stakeholder management..
The book An Overview of the Public Relations Function was written by Shannon A. Bowen (Syracuse University), Brad Rawlins (Brigham Young University), and Thomas Martin (College of Charleston) and published by Business Expert Press. It provides an executive overview of the field with a focus on what managers need to know to master the function quickly and effectively. Chapter 8, Public Relations Research, provides an overview of research methods relevant to public relations and explains the importance of research in strategy and management generally.
The book An Overview of the Public Relations Function was written by Shannon A. Bowen (Syracuse University), Brad Rawlins (Brigham Young University), and Thomas Martin (College of Charleston) and published by Business Expert Press. It provides an executive overview of the field with a focus on what managers need to know to master the function quickly and effectively. Chapter 9, The Public Relations Process, provides an overview of the four-step process of strategic public relations management, abbreviated as RACE, and associated processes of analysis and planning.
The book An Overview of the Public Relations Function was written by Shannon A. Bowen (Syracuse University), Brad Rawlins (Brigham Young University), and Thomas Martin (College of Charleston) and published by Business Expert Press. It provides an executive overview of the field with a focus on what managers need to know to master the function quickly and effectively. Chapter 10, The Practice of Public Relations, provides a detailed look at the profession by highlighting the locales in which it is practiced. The authors apply the concepts presented in earlier chapters and integrate these theoretical concepts into the real-life structure of day-to-day public relations practice; they also include case examples for illustration.
The book An Overview of the Public Relations Function was written by Shannon A. Bowen (Syracuse University), Brad Rawlins (Brigham Young University), and Thomas Martin (College of Charleston) and published by Business Expert Press. It provides an executive overview of the field with a focus on what managers need to know to master the function quickly and effectively. Chapter 11, Ethics, Leadership and Counseling Roles, and Moral Analyses, establishes the ethical and moral guidelines for practicing principled public relations that enhance the social responsibility of organizations and allow public relations managers to take leadership roles in advising executives. The chapter includes a look inside the top level of the Home Depot Corporation.
The book An Overview of the Public Relations Function was written by Shannon A. Bowen (Syracuse University), Brad Rawlins (Brigham Young University), and Thomas Martin (College of Charleston) and published by Business Expert Press. It provides an executive overview of the field with a focus on what managers need to know to master the function quickly and effectively. Chapter 12, Best Practices for Excellence in Public Relations, is the concluding chapter of the book. The chapter summarizes key principles based on the latest research; reinforces the reader's understanding of the lexicon of modern public relations management; and examines the importance of strategic communication to an organization. That importance is illustrated in a brief case the authors present on the utility company Entergy and Hurricane Katrina.
This technical note highlights the most useful resources for gathering data on particular companies or industries, including information relevant to ethics, accountability, and responsibility.
Two MBA students involved in a week-long kaizen event at a manufacturing plant in the Czech Republic must increase productivity and reduce gross inventory despite an uncooperative work group. Lean manufacturing principles are analyzed in the context of a deadline-driven process.
George Martin, managing partner at The Boston Consulting Group, is worried as some of his best performers have recently pulled him aside to discuss the challenges they face managing the demands of their work lives with their desire for more predictable time with their families. BCG had instituted multiple initiatives to help its consulting staff better achieve work-life balance, yet some of Martin's top consultants still struggled. The case considers the challenges professional service firm employees face in terms of work-life issues.
George Martin, managing partner at The Boston Consulting Group, is worried as some of his best performers have recently pulled him aside to discuss the challenges they face managing the demands of their work lives with their desire for more predictable time with their families. BCG had instituted multiple initiatives to help its consulting staff better achieve work-life balance, yet some of Martin's top consultants still struggled. The case considers the challenges professional service firm employees face in terms of work-life issues.
George Martin, managing partner at The Boston Consulting Group, is worried as some of his best performers have recently pulled him aside to discuss the challenges they face managing the demands of their work lives with their desire for more predictable time with their families. BCG had instituted multiple initiatives to help its consulting staff better achieve work-life balance, yet some of Martin's top consultants still struggled. The case considers the challenges professional service firm employees face in terms of work-life issues.
The assistant site supervisor at Finemaster Projects Ltd. struggles with how to approach his boss for a raise. When hired, he had been told that regular annual reviews were held with employees and that good performance would be rewarded with corresponding pay increases. After one year with the company, the assistant site supervisor found that the owners rarely act on this policy, leaving it up to staff to approach management about raises, promotions and other performance-related issues. In his second year with the company, the assistant site supervisor experienced further disappointment with how his boss dealt with his compensation request and his faith in the company's pledge to reward employees for good performance was quickly fading. This supplement to Finemaster Projects Ltd. (A), product # 9B10C001, describes his meeting with his boss after two years.
An analyst for a private equity firm has been asked to design a capital structure for the leveraged buyout of a security alarm company. Students are provided with an extensive financial model, which facilitates the analysis. Key issues in the case involve the design of covenants for the debt instruments and determining which alternative financing arrangement leads to the best rate of return while managing the level of risk.
The assistant site supervisor at Finemaster Projects Ltd. struggles with how to approach his boss for a raise. When hired, he had been told that regular annual reviews were held with employees and that good performance would be rewarded with corresponding pay increases. After one year with the company, the assistant site supervisor found that the owners rarely act on this policy, leaving it up to staff to approach management about raises, promotions and other performance-related issues. In his second year with the company, the assistant site supervisor experienced further disappointment with how his boss dealt with his compensation request and his faith in the company's pledge to reward employees for good performance was quickly fading. The (A) case covers the assistant site supervisor's first meeting with his employer when offered a position with company. The supplements, Finemaster Projects Ltd. (B) and (C) describe his meetings with his boss after 12 months and two years, respectively.
The owner of Monforte Dairy Company Ltd. in Stratford, Ontario, was torn between two alternatives for the future of the company. She depended on the company for her livelihood, but she also wanted to use the company to further several culinary movements. All major growth options under consideration would require debt financing, and the owner wondered what affect this would have on her company.
In the second part of a two-part case, two MBA students candidly evaluate their performance in a week-long kaizen event at a manufacturing plant in the Czech Republic.