Se ha denunciado esta presentación.
Se está descargando tu SlideShare. ×
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Próximo SlideShare
Discipline, Public relation
Discipline, Public relation
Cargando en…3
×

Eche un vistazo a continuación

1 de 19 Anuncio

Más Contenido Relacionado

Presentaciones para usted (20)

Similares a Public relation (20)

Anuncio

Más reciente (20)

Public relation

  1. 1. PUBLIC RELATIONSHIPS  Your relationships are your ability to relate to your colleagues, customers and general public at large.  It involves inspiring others, resolve conflicts, be tactful, understand cultures and show diplomacy.  Relationships are social associations, connections or affiliations between two or more people.  They imply the discovery or establishment of common ground and may be centered on something shared in common.
  2. 2. Factors Hampering Relationship with others 3  Poor Listening  Emotional Arousal  Lack of Time  Differences in objective
  3. 3. PUBLIC RELATION COMPETENCY 4 A competency is a quality that a company believes is desirable for its employees to have. Competencies can be of two types: TYPES GLOBAL COMPETENCY SPECIFIC COMPETENCY
  4. 4. GLOBAL COMPETENCY Some examples of global competencies are:  Teamwork – the skills needed in this competency, can include persuading, helping, listening, and getting along with others Communication — this competency contains skills like listening, presenting, and clearly expressing ideas in a written and oral format  Business Awareness — the knowledge contained in this competency refers to a general knowledge of business practices, and the industry in which they are working
  5. 5. GLOBAL COMPETENCY  Commitment to Career — the skills in this competency involve knowledge of an industry or firm such that the employee can clearly articulate the role s/he plays in the organization  Leadership — this competency involves the skills needed to organize, motivate and/or develop other  Responsibility — depending on the organization, this competency can refer to social responsibility (community involvement, green operations) or it can refer to accountability  Career Motivation — this competency involves the level of desire to work within a specific organization and includes the training and/or experience that can be received
  6. 6. SPECIFIC COMPETENCY  Speaking - Talking to others to convey information effectively.  Critical Thinking - Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.  Active Listening - Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.  Reading Comprehension - Understanding written sentences and paragraphs in work related documents.
  7. 7. Competencies Contd…  Writing - Communicating effectively in writing as appropriate for the needs of the audience.  Social Perceptiveness - Being aware of others' reactions and understanding why they react as they do.  Coordination - Adjusting actions in relation to others' actions.  Time Management - Managing one's own time and the time of others.  Judgment and Decision Making - Considering the relative costs and benefits of potential actions to choose the most appropriate one.
  8. 8. Competencies Contd…  Complex Problem Solving - Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions.  Monitoring - Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action.  Persuasion - Persuading others to change their minds or behavior.  Active Learning - Understanding the implications of new information for both current and future problem- solving and decision-making.
  9. 9. Competencies Contd…  Negotiation - Bringing others together and trying to reconcile differences.  Systems Analysis - Determining how a system should work and how changes in conditions, operations, and the environment will affect outcomes.  Systems Evaluation - Identifying measures or indicators of system performance and the actions needed to improve or correct performance, relative to the goals of the system.  Instructing - Teaching others how to do something.
  10. 10. HOW COMPETENCIES CAN HELP ORGANIZATION  From an employee life-cycle perspective one can use competencies in recruitment and selection.  Doing so ensures that you are hiring the correct people who you know will excel in their roles in the company.  Another application for competencies is used for training.  Upon hiring, you will immediately know a certain employee’s competency profile, therefore giving you an idea of what competencies you need to focus on during the induction process.
  11. 11. HOW COMPETENCIES CAN HELP ORGANIZATION  You can also use your competencies in determining your training program. This ensures that you are training your employees to not just do the task, but you are training them to succeed.  You can also use a competency-based framework in compensation and benefits through employee incentive programs.  Employees who have reached a certain level of competency can be given a higher pay grade due to them learning and being capable of handling more complex tasks.  Competencies can also be used in performance management. This is usually done through performance appraisals.
  12. 12. Patterns of Success in Public Relations  PR success is an individual, organizational and group achievement.  Many pathways may lead to success in PR leadership.  Performance lights the pathways to success.  Years of experience count, but diverse experiences count more.  At the top level, communication skills mean much more than just writing.
  13. 13. CONTINUE..  Relationships.  Proactivity and passion pay off.  Crucial intangibles are rooted in interpersonal, relationship skills.  The power of PR is limited by perceptions of its role and value.  Female and male PR executives view success the same (almost).
  14. 14. The Profile of a Highly Successful Public Relations Leader Highly successful public relations leader might possess the following portfolio of attributes:  An outstanding performance record marked by individual achievements and continued high performance over time, linked to group and organizational goals.  A multidimensional set of communication skills that work effectively at the technical, strategic, interpersonal and persuasion/advocacy levels.
  15. 15. CONTINUE..  The ability to develop and nurture internal and external relationships. Professionals with dense networks of relationships appear to have greater influence in decision making and better opportunities for advancement.  A diverse set of experiences encompassing different types of organizations, projects, issues, skills, people and even cultures. Diverse experiences build knowledge and skills that may lead to wisdom and excellence in practice.
  16. 16. CONTINUE..  A proactive nature that includes high energy, initiative and the willingness to take risks and engage passionately in the complex work of helping organizations do the right thing.  A set of positive intangibles reflected in strong interpersonal and relationship-building skills.  A commitment to furthering understanding at the highest levels of the role and value of strategic and ethical public relations.
  17. 17. Conclusion  To paraphrase the comments of some cynics in the profession, “Look, PR is not rocket science. It’s about creating and delivering messages to target publics to influence them. Period.”  Achieving success in public relations is a bit more complicated than that. Success in PR appears to involve juggling a complex set of roles, possessing excellent communication and leadership skills, gaining wisdom through diverse experiences and achieving high performance at the individual, group and organizational levels.

×