Public Relations & corporate Communication
1.. Critically analyse the statement, “You need to be more creative and strategic when it comes to public relations planning”. How does public relations planning create a more powerful impact on its target audience?
2 . Idenfity atleast four parameters and analyze the impact of environmental changes that cost a lot to PR professionals. Find out the ways for curbing down the expenditure.
3 . Critically examine by taking live examples which explain how does Customer relationship management is linked with public relations? Evaluate its importance.
4 . Write down the ten golden rules of public relations while designing communication message. Identify whether the message would relly create a positive impact on its target audience.
5 . Compare and contrast by taking live ten examples relating to negative statement and positive statement in social media. Examine the image building of that social media who reaches its target audience. Analyze the reactive behaviours of target audience towards that media. Are they positive or negative?
6 . Analyze the political debate between any two popular leaders and examine the impact of media broadcasting their debate. Compare and contrast between two channels who are showing the same. Spot the difference between the messages. Which channel is having more clarity and why?
7 . Examine how much to the extent social networking sites like Facebook and Twitter are successful in dissemination of corporate promotions, ideas, latest news updates and other promotional tools? Which site is better and why? Identify their strengths.
8 . By giving example, highlight the role of media in championing Corporate Social Responsibility. You can give example of a reputed TV show which became a blockbuster and talk of the town in effectively promoting Corporate Social Responsibility.
Assignment B
Case Detail :
CASE STUDY-THE ROYAL BANK OF SCOTLAND
The Royal Bank of Scotland has undergone an organisational change programme in order to reappoint it in the right direction as a financial services organisation. Part of the change was to improve the communications in the organisation and to enhance the flow of information in all directions from the top to the bottom, from the bottom to the top and sideways — a difficult task in an organisation with about 18,000 employees.
As far as the public relations department is concerned the change programme first of all meant reorganisation. The 25 members of staff — all of them working under the umbrella of the corporate communications department — were split up into different pockets such as internal communication, media relations, and so on. The main objective of internal communications was established so as to ensure that messages are passed throughout the group — including all divisions such as the branch Banking Division, Corporate and Institutional Banking, Personnel and Operations Division — wherever and whenever it is required to send something out. To achieve this objective, the Corporate Communications department established three communication channels: face-to-face communication, written communication and the so-called fast-delivery communication system.
Face-to-face communication includes mainly two communication tools: the cascade and the team meeting system. A cascade takes place when a strategic or policy message, for example concerned with computerisation or a change in the branch system, has to be sent out to all members of staff in the organisation. The first step is to produce a video which includes the core message. The managing director then holds briefing meetings with 250 briefers and delivers the message personally to them in London, Manchester and Edinburgh headquarters. This should provide for a two-way dialogue between the managing director and those people who will deliver the message to the staff. These briefers then go back to their areas and pass the message on to the staff in cascade brief meetings. Here staff are introduced to the topic by video. A question and answer session follows which should ensure that as many questions as possible relating to the topic are answered. An unanswered enquiries are fed back in a refer-up system and answers have to be provided back to the staff within 21 days.
The second type of face-to-face communication is the team meeting system. It is used on a monthly basis at a national level to send information generated within the highest management level through the network into the departments to the members of staff. Teams of four to 10 people in each group discuss with a team leader current operational situations. As the core brief leaves the board room it is added to at each level until it reaches the local level, that is a branch or department within the head office. Each leader at each level adds relevant information to the core brief. By the time it gets to the bottom it not only delivers the national news but also news related to each level of the organisation. During this cascade staff are encouraged to discuss and add to the core brief. The strength of the cascading system is the possibility for staff to participate, to consider issues and to present their views. These views will then be fed back upwards through the organisation and also sideways. Altogether there are 2,000 teams spread throughout the country and they will he briefed on a monthly basis. Additionally there will be a minimum of one other meeting a month dealing only with local issues containing all information any member of staff needs to fulfill his or her function in their organisation.
Another category of internal communication is the written communication. The Royal Bank of Scotland has four main internal printed media. First of all there is Newsline, the bank’s internal magazine. It is used bimonthly, six times a year and fulfills mainly a social communication function although it also includes two major items of general interest to the staff. It features sporting events, marriages, charity events, and so on. The second publication is called the Insidetrack. It is a strategy magazine produced on a quarterly basis for managers and presents articles of leading officials and directors on the future plans of the organisation or contributions of particular managers to the company. Focus, the third written communication tool, operates on a daily basis carrying information staff need to know to carry out their jobs. Focus is produced three days a week for delivery in the branches on Tuesdays, Wednesdays and Thursdays. Every day has as specific ‘focus’ : Tuesday’s Focus concentrates on staff and resources, Wednesday’s on customers and Thursday’s on operations. Focus was developed to co-ordinate the efforts of different departments who send written material out on a daily basis in order to inform their fellow staff members. In the past, this has led to an overflow and finally to a distinct lack of information because staff refused to, or simply did not have time to, study vast amounts of literature reaching their desks everyday. Focus provides the possibility of informing employees about specialized issues in a systematic manner. Staff know when and where to look for a specific type of information. Whereas every department has an input, the public relations department is the co-ordinator and makes sure that the items in Focus are free of technological jargon and understandable to everybody in the organization. The fourth written communication produced by the organization is a magazine called New Bank Vision. This publication is dedicated to the change programme and explains how and why changes are being made. It informs members of staff at which stage the organisation is with the programme and where the managers and employees see themselves going in the future.
The third category of communication are the fast delivery systems. There are three types of systems. The so-called System News is linked to the bank’s computer main frame and messages can be sent out straight to the bank office screens. It is used on a day-to-day basis to send out urgent messages. However, it is rather restricted, because there are only 36 lines on the mainframe available. The second system is Surefax that allows members of the organisation to send out lengthy urgent messages to the whole area or only parts of the organisation. It is used, for example. to inform members of staff about the half year and annual results before they will be announced in the press. The third system is the 9 am delivery This is designed to provide every member of staff within the organisation with a letter on their desk at 9 o’clock in the morning. It is used occasionally by the managing director to send out confidential information which affects every individual. It might be used for example cases of a takeover.
Although public relations has the co-ordinator role within the internal communication system, there is input from every area of the organisation. For example, Newsline is produced with the help of freelances with correspondents in every department; an editorial committee existing of a group of managers and directors decide over the content of Insidetrack, and so on.
In addition to the feedback mechanisms mentioned above, the public relations department also carries out Key Responsibility Area Surveys (KRA). This quarterly survey investigates with the help of a questionnaire how the line managers are performing in communication, how communication in general is perceived, and so on. Monitoring is also provided on a spot-check basis where members of the internal communications section of the public relations department visit a certain region and talk to 30 to 50 per cent of the staff. The organisation also applies a communications audit system to find out whether messages are being received, if they are arriving in an acceptable form and where possible communication blockages are. In cases of communication blockages produced by individuals, it is the task of internal communications to train and educate those members of staff.
Please give your answer in at least 25 words and press save and continue button.
S. No. Questions Marks - 10
1. What are the strengths and weaknesses of the Royal Bank of Scotland’s internal communications strategy?
Strengths and weakness of the Royal Bank of Scotland's internal communication strategy as follows :
Strength was the establishment of three communication channels : face-to-face communication, written communication and the so called fast-delivery communication.
Weakness included a part of change which was to improve the communications in the organisation and its enhance the flow of information in all directions from the top to the bottom, from the bottom to the top and side ways, it was a difficult task in an organisation with about 18,000 employees.
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2. What are the communication tools used within the programme?
Communication tools used within the programme are the 7c's of communication which include clear, concise, concrete, correct, coherent, complete and courteous. The 7c's provide a checklist for making sure that the meeting, e-mails, conference calls, reports and presentations are well constructed and clear. So the audience gets the message.
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3. What input do different departments have into the programme? How do you rate the feedback mechanism in the internal communications system?
the three departments are : face-to-face communication, written communication and the so called fast delivery communication system.
face-to-face communication included the input as the cascade and the team meeting system. written communication includes the four main internal print ,edia as input like newsline, insidetrack and new bank vision.
fast delivery system includes an input in which news is linked to the bank's complex main frame and messages can be sent out straight to the bank office screams.
the feedback mechanism in the internal communicationsystem is very effective using this feedback mechanismproblems can be solved easily
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Assignment C
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