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An Overview of the Public
Relations Function
An Overview of the Public
Relations Function
Second Edition
Thomas Martin
College of Charleston
An Overview of the Public Relations Function, Second Edition
Copyright © Business Expert Press, LLC, 2019.
10 9 8 7 6 5 4 3 2 1
Keywords
strategy; public relations management; ethics; trust; issues management;
corporate communication; excellence; relationship management
Contents
List of Figures.........................................................................................ix
List of Tables...........................................................................................xi
Preface.................................................................................................xiii
Acknowledgments.................................................................................xvii
Part 1 Mastering the Principles.................................................. 1
Chapter 1 Why Do Public Relations?.................................................3
Chapter 2 What Is Public Relations?...................................................9
Chapter 3 Models of Public Relations and Its Subfunctions..............15
Chapter 4 The Management Function of Public Relations................27
Part 2 Organizations and Processes.......................................... 39
Chapter 5 Organizational Factors, Culture, Character, and
Structure..........................................................................41
Chapter 6 How Public Relations Contributes to Organizational
Effectiveness.....................................................................51
Chapter 7 Managing Stakeholders and Publics.................................61
Chapter 8 Public Relations Research.................................................73
Chapter 9 The Public Relations Process—“RACE”...........................87
Part 3 Advanced Practices in Public Relations Management......99
Chapter 10 Issues Management and Sectors of the Public
Relations Industry..........................................................101
Chapter 11 Ethics, Counseling Roles, Leadership, and Moral
Analyses.........................................................................119
Chapter 12 Organizational Effectiveness: Excellence in Public
Relations Management...................................................137
Notes..................................................................................................153
References............................................................................................159
About the Authors................................................................................169
Index..................................................................................................171
List of Figures
Figure 3.1 Dimensions of public relations (purpose by direction).....18
Figure 5.1 Vertical organizational structure versus horizontal
organizational structure....................................................46
Figure 5.2 Organizational structure with a production
(manufacturing) component............................................47
Figure 5.3 Decentralized MNC structure with communication
coordinated by a HQ.......................................................48
Figure 5.4 Public relations agency structure......................................49
Figure 6.1 Six steps in the process of stakeholder management..........57
Figure 6.2 The components of OPR theory that can result in
positive relationships with stakeholders and publics.........60
Figure 7.1 Stakeholder typology........................................................64
Figure 7.2 Grunig’s situational theory of publics...............................67
Figure 7.3 Stakeholder by communication strategy...........................69
Figure 9.1 SWOT analysis................................................................90
Figure 9.2 Sample Gantt chart (numbers within bars are days to
accomplish task)...............................................................95
Figure 11.1 The organizational subsystems within systems theory.....122
Figure 11.2 Home Depot’s value wheel.............................................133
Figure 11.3 Home Depot’s inverted pyramid....................................133
List of Tables
Table 8.1 Methods of quantitative data collection............................78
Table 8.2 Methods of qualitative data collection..............................80
Table 10.1 The steps of issues management.....................................105
Table 11.1 Utilitarian analysis, maximizing public interest and
greater good consequences.............................................128
Table 11.2 Deontology’s three decision tests of the categorical
imperative, obligating all people equally.........................130
Table 12.1 The 10 generic principles of excellence in public
relations that are stable across organizations, cultures,
and varying situations....................................................138
Preface
Our purpose in this volume is to introduce you to the management of
public relations. We use knowledge of management, strategy, public
relations theory, research, and professional practice to explain the dis-
cipline of public relations. Our text is based on current research and
scholarly knowledge, as well as on years of experience in professional
practice.
We value every moment that you spend with this book. Therefore, we
have eliminated much of the academic jargon found in other books and
used concise writing. We aimed to make the chapters short and manage-
able, but packed with information. We hope that our direct to-the-point
approach will help your study move quickly and smoothly. We use a few
original public relations case studies that we have researched and written
about to illustrate the concepts we discuss. We hope that instructors will
elucidate many of the concepts in this book and offer discussions of the
cases—for brevity of reading, we leave that to users.
This book is divided into three sections:
Each of the authors has been teaching with the first edition of this
book for years, so we incorporated student and instructor feedback. We
retained and updated the UPS, Entergy, and wild horse cases that were
popular in the first edition. We strived to make this edition even more
concise, hard-hitting, direct, and to the point: exactly what you need to
know to know public relations—and to be excellent at it.
Thank you for your confidence in us to guide your study of the field.
We will not let you down!
Sincerely,
Dr. Shannon A. Bowen
December 28, 2018
From coastal South Carolina, U.S.A.
Acknowledgments
Thanks are due to Stephen Holmes and the Home Depot Corporation;
Linda Rutherford and Southwest Airlines; United Parcel Service; Entergy
Corporation; The Cloud Foundation and Ginger Kathrens, Lisa Friday,
and Linda Hanick; our editor Don W. Stacks; Rob Zwettler, Chithra
Amaravel, and Rene Caroline Balan of Business Expert Press; James and
Larissa Grunig; our students, readers, and instructors; our many col-
leagues, families, and friends who supported us in this work; highest
thanks to dearest Kauai and to Dr. Bowen’s parents who have become
outstanding proofreaders.
PART 1
Tuesday, April 17, 2018, began like most other busy travel days for
Southwest Airlines. The airline would carry 400,000+ passengers that
day, on nearly 4,000 flights. In 2017, Southwest safely flew more than
120 million passengers on its fleet of 700+ airplanes. But on this Tuesday,
Southwest’s sterling safety record of never having had an in-flight fatality
would sadly be broken.
Flight 1380, a Boeing 737-700, departed from New York’s La Guardia
Airport at 10:43 a.m. on a flight to Dallas. On board were 144 passengers
and a crew of 5. At 11:03 a.m., 20 minutes into the flight, the left engine
experienced a catastrophic failure, sending shrapnel flying, piercing the
aircraft fuselage, and shattering a passenger window. The blast severely
injured a passenger, Jennifer Riordan, who was seated next to the shattered
window. She was partially sucked out of the plane as fellow passengers
frantically struggled to keep her inside, despite depressurization and flying
objects.
The cabin experienced sudden depressurization and oxygen masks
were deployed, and many passengers assumed the flight was doomed.
A few made desperate video recordings on their phones, thinking these were
the last messages they would leave their families. Despite the significant
damage, Captain Tammie Jo Shults and First Officer Darren Ellisor made
an emergency landing at Philadelphia International Airport at 11:20 a.m.,
just 17 minutes after the engine had exploded. Emergency crews met the
plane and quickly removed the unconscious Riordan and transported her
to a local hospital, where she was pronounced dead. Other passengers
4 AN OVERVIEW OF THE PUBLIC RELATIONS FUNCTION
Flight 1380 was the top news story of the day, with passengers and
crew describing the disaster on board across media outlets. The media call
center that the communications team operated took more than 100 calls
that first day. More statements would follow, but Southwest was aware that
the National Transportation Safety Board (NTSB) had to lead the way in
discussing anything relating to the cause of the accident. Nevertheless,
Why Do Public Relations? 5
and the company’s media website to manage high call volume and pro-
vide timely updates. During the first 7 days, the team handled more than
1,200 media inquiries.
Rutherford and her team’s primary objective was to make sure that the
needs of the passengers, crew, and family members of the victim were met
in a timely and compassionate way. Yet everyone responsible for manag-
ing the crisis also had to continue to serve the millions of other customers
who depended on the company for safe, reliable transportation. Now,
the pressing issue was how the company would respond to the questions
raised by the engine failure. Following the accident, Southwest began in-
spections (later mandated by the Federal Aviation Administration [FAA]
for the worldwide fleet) of all 737 CFM-56-7 engines, totaling more than
700 planes. The airline did everything possible to minimize system dis-
ruptions, but, finally, a total of 500 flights had to be canceled on because
of the inspections.
All of Southwest’s efforts in the first few weeks following the accident were
focused on comforting the families, caring for the affected passengers and
crew, and reassuring customers and employees of the airline’s safety. In
an effort to convey the seriousness of the situation, Southwest replaced
its colorful brand identity on all of its digital sites with monochromatic
imagery by 2:00 p.m. on April 17. Advertising was suspended to show
respect for all who were touched by the tragedy. Now the company faced
a dilemma. Southwest was known for humorous in-flight commentary
from the flight crew, and the playful tone of its corporate culture. How
could Southwest remain true to its culture while also showing empathy
and respect for Flight 1380?
In the end, the company was guided by dialogue with the greater
Southwest family of stakeholders. A few months later, customers and
employees began asking via social channels when it was okay to return
to Southwest’s roots . . . when was it okay to laugh again? According to
Rutherford, the answer rested with the frontline employees: “We pro-
vided guidance early on to be sensitive to the use of humor, but ulti-
mately, we felt it was important to empower our flight attendants and
8 AN OVERVIEW OF THE PUBLIC RELATIONS FUNCTION
pilots to make their own decisions about when to resume humor aboard
flights,” she said.
They were in the best position to determine the mood in the cabin
and what was appropriate on any given flight. To laugh again isn’t to
minimize what happened on April 17; it was devastating to everyone in
the company. In many ways, it was the strength of our culture that got
us through it. And an important part of that culture is our ability to use
humor in appropriate ways to cope with life’s many challenges.
Rutherford acknowledged,
• After learning of the accident, what were Linda Rutherford and her
team’s most essential priorities?
• What was the role of Southwest’s corporate culture in managing
this crisis?
• What can be learned for the future: prevention, response, and so on?
CHAPTER 2
Fig. 10.
We have now to settle the form, combination, and proportion of the
springs. Springs which are laid on the axle at right angles have to
carry the whole of the weight of the carriage, save only the wheels
and axles. Where other springs are used in addition it is not
necessary that the axle-springs should have much play. It will be
sufficient to give them just so much play as will intercept the
concussion caused by moving over a road. The strength of the
springs must of course be adjusted to the weight they have to carry,
for it is evident that if they be made sufficiently elastic to carry the
weight of six persons, they will be found hard if only three enter the
carriage. This is a disadvantage all carriages must labour under, for
it is ridiculous to suppose that if a carriage is constructed to hold six
that number will always want to use it at the same time. There would
seem to be room for some improvement in the way of introducing
springs adjustable to any weight, though, to give spring-makers their
due, they do turn out really a first-class article in this respect; this is
more noticeable because it is so recent. Light carriages are never so
easy to ride as heavy ones, even when the springs are well adjusted,
because on meeting with an obstacle there is not a sufficient
resistance to the bound or jerk upwards of the spring, which makes
riding in a light carriage over a rough road rather unpleasant.
The position of the front wheels next demands attention. As these
have to turn under the body it requires some skill to fix them, and the
play of the springs, the height of the axletree, and the height of the
arch (the portion of the body under which they turn) have all to be
considered. This will be more particularly described when dealing
with wheel-plates.
The rule for the height of the splinter-bar, to which the traces or
shafts are fixed, is that it should fall on a line drawn from the horse’s
shoulder to the centre of the hind wheel. This, however, is not always
convenient in practice, as the fore wheels regulate the height of the
framing of the under carriage, to which the splinter-bar is fixed. The
distance of the splinter-bar from the central pin, on which the wheel-
plate and fore carriage turn, is regulated by the size of the wheels
and the projection of the driving seat footboard.
All the above particulars are considered when setting out the full-
sized draught, and all points capable of delineation are put on the
board in some convenient part. In Fig. 9 the outline is simply given,
as to show everything would only confuse the reader. Such other
details as are required are filled in after the draught has reached the
stage shown in the figure.
It is most necessary for the safe conduct of a coach and carriage
builder’s business that there should be a goodly stack of well-
seasoned timber of the various kinds required, otherwise great
trouble and vexation will arise in the course of business from a good
piece of timber being perhaps spoilt in working, and there not being
another piece in the factory to replace it.
Where there is sufficient accommodation it is usual for makers to
season their own timber in specially constructed sheds, which are
kept from bad weather, but at the same time thoroughly well
ventilated. In these the timber is stacked, with small fillets between
each plank or board, to insure a free current of air circulating all
round. One year should be allowed for seasoning for every inch of
thickness in the timber, and none should be used in which this rule
has not been observed.
Thin portions of timber, such as panel stuff and the like, should be
treated in the same way, and in addition the ends should be secured
to prevent splitting. The panel stuff undergoes another process of
seasoning after it is planed up; in fact, all the thin timber required for
roofs, sides, &c., does. And about the first thing done in commencing
to build a carriage is for the body-maker to get his thin stuff ready, as
far as planing it up goes, and then to put it aside in some moderately
dry place, with slips of wood between each board to allow a
circulation of air round them. The other stuff that is likely to be
required should also be selected and put aside. If all these things be
strictly attended to, there is not likely to be much trouble about bad
joints; and it will be to the employer’s interest to look after such
workmen who have not enough scientific knowledge to see the
reason of things themselves, and put them in the right direction. But
an intelligent workman will soon appreciate the advantage of getting
his stuff ready at the commencement, instead of waiting till he wants
to use it.
The parts composing the body may be thus enumerated:—
The frame or case.
The doors.
The glasses, which are fixed in thin frames of wainscot, covered
with cloth or velvet. It is a very good thing to have india-rubber for
these to fall on, and little india-rubber buffers would prevent them
from rattling.
The blinds, which are sometimes panel, but more generally
Venetian, so adjusted with springs that the bars may stand open at
any required angle.
The curtains, of silk, which slide up and down on spring rollers.
The lining and cushions, of cloth, silk, or morocco, as the case
may be, ornamented with lace, &c. The cushions are sometimes
made elastic with small spiral springs.
The steps, which are made to fold up and fit into recesses in the
doors, or in the bottom, when they are not in use.
The lamps, which are fixed to the fore part of the body by means
of iron stays.
The boot, on which is carried the coachman’s seat.
In carriages suspended from C springs we have in addition:—
The check-brace rings, to which are attached leather braces from
the spring heads, to prevent the body from swinging too much
backwards and forwards.
The collar-brace rings, to which are attached leather braces from
the perch, to prevent the body swinging too much upwards or
sideways.
The curve or rounding given to the side of the body from end to
end is called the side-cant, and the rounding from the top to the
bottom the turn-under. Some makers arrive at this curve by framing
the skeleton of the body together with square timber, and then round
these off to the required curve after they are put together. It must be
evident to any one that this proceeding will greatly strain the joints,
and under any circumstances will never give thorough satisfaction or
good results, and the waste of time and material must be very
considerable.
The proper way is to set the curve out beforehand on a board
called the “cant” board, and the method of doing this is as follows:—
Take a clean pine board, plane it up to a smooth surface. Shoot
one edge perfectly true with a trying-plane. This straight edge may
be taken to represent the side of the carriage if it were a straight line.
Apply this edge to the full-sized draught, and mark along it the
various parts of the body (see Fig. 8, in which the numbered points
are those required to form the side-cant). By means of these points
the required sweep can be set up or drawn, as shown by the dotted
line C in the figure. Now, if you choose, you can cut away the portion
between A and B, and a template will be formed to which the
constructional timbers can be cut; and it possesses the advantage of
being easily applied to the carriage as it proceeds, to see that the
curve is true and uniform. As this template forms the pattern to which
the timber, &c., is cut, great care is requisite in forming it, so that it
shall be perfectly true.
In order to get the turn-under, the same process is gone through
on another board. This gives what is called the “standing” pillar
pattern, the standing pillar being the upright timber to which the door
is hinged.
There is no rule in particular for determining the amount of side-
cant or turn-under to be given to a vehicle, 2½ or 3 inches on each
side making the outside width of the body; 5 or 6 inches less at the
bottom than at the elbow line is a usual allowance, but this is entirely
dependent on the will or taste of the workman.
The cant-board described above is one having a “concave”
surface; but it quite as often has a convex surface, and it is just as
well to have one of each, and use the convex for cutting the timbers
to, and the concave for trying them when in place, though, if this be
done, it is imperative that the curves on the two boards should be
one and the same. The same remarks apply to the standing pillar
pattern.
The body is a species of box, fitted with doors and windows, and
lined and wadded for the purpose of comfort. As the greatest amount
of strain is put upon the bottom part, and the forces acting on the
other parts are transmitted to the bottom, it is necessary that it
should be very strongly put together. The two side bottom timbers
are bonded, or tied together, by two cross timbers called bottom
bars, which are firmly framed into them. To give depth to the floor,
without destroying the symmetry of the side, deep pieces of elm
plank are fixed to the inside of the side bottom pieces, and to these
the flooring-boards are nailed, being additionally secured by iron
strap plates, nailed or screwed beneath them. In the central portion
of the bottom sides are framed the door-posts, called standing
pillars. At the angles of the bottom framework are scarfed the corner
pillars. The cross framing pieces, which connect the pillars, are
called rails. Two of these rails stretch across the body inside, on
which the seats are formed; these are called seat rails. The doors
are framed double, to contain a hollow space for the glasses and
blinds, and they are fastened by means of a wedge lock, forced into
a groove by a lever handle. There is a window in each door and one
in front of an ordinary carriage, say a brougham. The doors are
hinged with secret or flush hinges.
Before cutting the timber to the various sizes required, patterns or
templates of all the parts are made in thin wood from the full-sized
draught; also of the various curves likely to be given to the different
parts of the body.
Before a workman could be trusted with the making of a body, he
must of course have considerably advanced in the knowledge of his
craft beyond the mere use of his tools, because the success of a
carriage depends very largely upon the individual skill of the
workman, more so than perhaps in any other trade.
The stuff is marked out from the thin patterns before mentioned by
means of chalk, and in doing so care should be taken to lay the
patterns on the timber so that the grain may run as nearly as
possible in a line with it, and thus obtaining the greatest possible
strength in the wood, which lies in the direction of the grain. Thus if
the pattern be straight, lay it down on a piece of straight-grained
timber; if the pattern sweep round, then get a piece of timber the
grain of which will follow, or nearly follow, the line of pattern.
The strongest timber that can be obtained is necessary for the
construction of the hind and front bottom sides; for the weight is
directly transmitted to these, more particularly the hind bottom sides,
where the pump-handles are fixed.
The body-maker, having marked and cut out the various pieces of
timber he will require, planes a flat side to each of them, from which
all the other sides, whether plain or curved, are formed and finished.
They are then framed and scarfed together, after which the various
grooves are formed for the panels and rebates, for the floor-boards
to fit on to. Then, if there is to be any carved or beaded work, it is
performed by the carver. Previous to being fitted in, some of the
panels have strong canvas glued firmly on their backs, and when
fitted in blocks are glued round the internal angles to give greater
security to the joints, and to fix the panels firmly in their places.
Before the upper panels are put in, the roof is nailed on, and all the
joints stuck over with glued blocks inside. The upper panels are then
put on, united at the corners, and blocked inside.
If the foreman who superintends all this be a thoroughly skilful
artisan, and the men under him possess equal intelligence and skill,
the work might be distributed amongst almost as many men as there
are parts in the framework of the body. These parts will be worked
up, the mortises and tenons, the rabbets and tongues, being all cut
to specified gauges; and when they are all ready it will be found that
they go together like a Chinese puzzle.
The woodwork being completed, the currier now takes the body in
hand, and a hide of undressed leather, specially prepared for it, is
strained over the roof, the back, and the top quarters of the body
whilst in a soft pulpy state, and carefully sleeked or flattened down till
it is perfectly flat. This sleeking down is a rather tedious process, and
takes a long time and a great amount of care to bring it to a
successful issue; when it is flattened down satisfactorily, it is nailed
round the edges and left to dry, which will take several days.
Such panels as require bending may be brought to the required
sweep by wetting one side and subjecting the other to heat, as of a
small furnace.
The doors are now made and hinged, and the hollow spaces
intended to hold the glasses and blinds are covered in with thin
boards, to prevent any foreign matter from getting down into the
space, and being a source of trouble to dislodge.
In constructing the body the aid of the smith is called in. His
services are required to strengthen the parts subjected to great
strain, more particularly the timbers forming the construction of the
lower portion. All along each side of the body should be plated with
iron; this should be of the best brand and toughest quality. It is
several inches wide, and varies from ¼ to ¾ of an inch in thickness.
This is called the “edge plate,” and is really the backbone of the
body, for everything depends on its stability. It should run from one
extremity to the other, commencing at the hind bottom bar, on to
which it should be cranked, and ending at the front part of the front
boot, bottom side. This plate should take a perfectly flat bearing at
every point. Great care must be taken in fitting it, for although the
plate may be of the requisite strength the absence of this perfect
fitting will render it comparatively weak, the result of which will be
found, when the carriage is completed and mounted on the wheels,
by the springing of the sides, which will cause the pillars of the body
to press on the doors, and it will be a matter of great difficulty to
open them.
In the application of smith’s work to coach-building, it is often
necessary to fit the iron to intricate parts while it is red hot, and if due
precaution be not taken the wood becomes charred and useless,
and in cases where there are glued joints it may cause the loosening
or breaking of these joints and other material defects. It is an easy
matter to have the means at hand to get over the difficulty. All that is
necessary is to have handy some heat neutraliser. One of the
commonest things that can be used is chalk, and no smith’s shop
should ever be without it. If chalk is rubbed over the surface to which
the hot iron is to be applied it will not char or burn. Plaster of Paris is
a still more powerful heat neutraliser, and it is freer from grit. A small
quantity of the plaster mixed with water, and worked up to the proper
consistency, will be ready for use in about two hours. Many smiths
will say that they never have any accidents in applying heated iron,
but on inquiry the reason is apparent, for it will generally be found
that such men use chalk, in order to see that the iron plate takes its
proper bearings, thus inadvertently using a proper heat neutraliser. If
it were more generally known that the difficulty could be met by such
simple means, there would be less material spoilt in the smith’s
shop.
It has been very common of late years for body-makers to use
glue instead of screws and nails for panel work, &c.; but it requires a
great deal of experience for a man to use glue with successful
results. It is useless for the tyro to try it; he will only spoil the work.
So, unless the artisan be well experienced in the treatment and
application of glue, he had better leave it alone. To render the
operation successful two considerations must be taken into account.
First: To do good gluing requires that the timber should be well
seasoned and the work well fitted. Second: In preparing for gluing
use a scratch plane or rasp to form a rough surface of the pieces to
be joined together, for the same purpose that a plasterer scores over
his first coat of plaster-work, in order to give a key or hold. The shop
in which the gluing is done should be at a pretty good temperature,
and so should the material, so that the glue may flow freely. Having
the glue properly prepared, spread it upon the parts, so as to fill up
the pores and grain of the wood, and put the pieces together; then
keep the joints tight by means of iron cramps where it is possible,
and if this cannot be done the joints must be pushed tightly up, and
held till the glue is a little set and there is no fear of its giving way. All
superfluous glue will be forced out by this pressure and can be
cleaned off.
A great cause of bad gluing is using inferior glue and laying it on
too thick. Before using a new quality of glue, the body-maker should
always test it by taking, say a piece of poplar and a piece of ash, and
glue them together, and if when dry the joints give way under
leverage caused by the insertion of the chisel, the glue is not fit for
the purposes of carriage-building and should be rejected. With good
glue, like good cement, the material should rather give way than the
substance promoting adhesion. This is a very severe test, but in
putting it into practice you will be repaid by the stability of your work.
Waterproof Glue.