Summary Topic Organisatons in the media
Lecture 1
An organisaton is:
a group of people working together to reach a goal, by using their environment they
accomplish tasks and use technologies, they encounter uncertaintes and they need
leadership: leaders develop strategies that help to reach goals.
structures and processes help with coordinatng these tasks. Structures are the relatvely
stable, observable distributons of work and responsibilites across the divisions of
organizaton and processes are the less directly observable dynamic actvites.
Incentves make (groups of) individuals work within those structures and processes
** Need to know the functon of organisatons to: understand their behavior, improve their
internal + external communicaton and with stakeholders and society at large
Differences betweeen organisatons
Contngency theory: organisatons difer because they have to adapt to diferent
circumstances (internal/external/media landscape) or they have a diferent goal, ownership,
fnancing, size. But all organisatons strive afer survival
Public VS privatwe organisatons
1. Degree market exposure = non for public, loads for private
2. Legal constraints = public has more rules
3. Politcal infuences = public more (bargaining)
4. Coerciveness = consumpton or fnancing unavoidable or mandatory
5. Breadth of impact = broader impact – more symbolic signifcance
6. Public scrutny = public has more atenton than private
public organisatons are owned by the government, they are fnanced by taxes and their
primary source of control are the politcs
private organisatons are owned by entrepreneurs/shareholders, they are fnanced by
customers/clients and their primary source of control is the market
Legitmacy
= a generalized percepton or assumpton that the actons of an entty are desirable, proper
or appropriate within some socially constructed system of norms, values, beliefs and
defnitons (corps)
Stwatwus
= socially constructed intersubjectvity agreed-upon and accepted ordering or ranking of
social actors, based on esteem of diference of actors membership in a group
Reputwaton
= generalized expectaton about future behavior/performance based on collectve
perceptons of past behavior. The public contructs a reputaton based on direct experiences
and informaton on organisatons and their compettors. = sum of atributes
1
,3 differences betweeen legitmacy, stwatwus and reputwaton
1. Legitmacy is dichotomous, non-rival, homogenizing tents to atach to organisatons
that share a certain form and is politcal (richten op alle universiteiten)
2. Status is a categorical, group rival, segregatng (refects cultural norms)
3. Reputaton concerns the link between the past and future behavior. Tents to atach
to individual actors and is economic
Reputwaton atributwes
1. Familiarity; do you know the products very well?
2. Creatng Value; do you think the product is worth the money
3. Operatonal capability; does it work
4. Corporate citzenship: does it care about the community?
5. Performance: does it make good use of assets?
6. Leadership: is there a CEO with vision?
7. Appeal: is it liked by stakeholders, a nice company to work for?
8. Credibility; is it trustworthy?
9 consequences of a good reputwaton
Infuence the organizatons survival, organizatonal stability, the possibility to increase
product prices, more proft, lower organizatonal costs, loyal employees, atractng
applicants, atractng investors and clients and satsfed client/citzens/stakeholders
Reputwaton building (a bridge between current and desired reputaton)
A. Strategy
B. Self-presentaton
C. Measurement
is ofen designed for companies, difcult to apply on the public sector
Force of law (Deephouse & Carter): you cannot choose for the compettor
** Growing importance of a good reputaton: more managerial ways of working and politcal
pressure lead to higher importance of a good reputaton
Reputwaton problems for twhe public sectwor
Politcs problem
- Provides the organisaton with a mission (not a market opportunity)
- Mission cannot be changed by the organisaton itself
- Politcal process interface with how the public organisaton runs
Consistency problem
- Public organisatons face multple, sometmes confictng values and ofen have
multple identtes (sustainable and cheap)
Charisma problem
- Unable to choose followers and environments
- Bureaucracy has negatve connotatons
- Difcult to be associated with positve news
2
, Uniqueness problem
- Who to stand out without saying that the others (ministry) are bad
Excellence problem
- If you want to stand out, you have to say that the other is not good but you can’t say
that
Consistent public policies and neutral, trustworthy behavior create a reserve consistent
behavior which adds reputaton
Public sector strive for a neutral reputaton instead of a perfect one
Private sector strive for a perfect reputaton
Lecture 2
Defniton Public Relatons (PR) = management of communicaton between an organisaton
and its public
Artcle Ihlen & Verhoeven
Umbrella of communicaton science = rhetoric’s, crisis communicaton, strategic
communicaton, tactcs, feminism and critcal theory
5 point (in a nutshell)
1. PR should not be limited by focusing on its applied nature, but should be studied as
any actvity: good or bad
2. Practce of PR must be understood by the increased complexity and largescale social
change
3. Trust, legitmacy and refecton are critcal
4. Power, behavior and language become important
5. Critcal realist framework is valuable
Changing perspectve on PR (normatve / optmistc)
- The literature shifs from making organisatons efectve to making society efectve
(Ihlen & Verhoeven)
- Use communicaton to adjust ideas, not to control thoughts and behavior
PR is ofen about protectng and sometmes about deceit (climate change denial, politcal
spin, greenwashing)
3 key issues of twoday’s PR:
1. Power
PR involves the constructon of meaning and so has power
2. Behavior
Ethics and responsibility part of PR more atenton for the dialogue with
stakeholders
3. Language and communicaton
Social and digital evoluton
3
Lecture 1
An organisaton is:
a group of people working together to reach a goal, by using their environment they
accomplish tasks and use technologies, they encounter uncertaintes and they need
leadership: leaders develop strategies that help to reach goals.
structures and processes help with coordinatng these tasks. Structures are the relatvely
stable, observable distributons of work and responsibilites across the divisions of
organizaton and processes are the less directly observable dynamic actvites.
Incentves make (groups of) individuals work within those structures and processes
** Need to know the functon of organisatons to: understand their behavior, improve their
internal + external communicaton and with stakeholders and society at large
Differences betweeen organisatons
Contngency theory: organisatons difer because they have to adapt to diferent
circumstances (internal/external/media landscape) or they have a diferent goal, ownership,
fnancing, size. But all organisatons strive afer survival
Public VS privatwe organisatons
1. Degree market exposure = non for public, loads for private
2. Legal constraints = public has more rules
3. Politcal infuences = public more (bargaining)
4. Coerciveness = consumpton or fnancing unavoidable or mandatory
5. Breadth of impact = broader impact – more symbolic signifcance
6. Public scrutny = public has more atenton than private
public organisatons are owned by the government, they are fnanced by taxes and their
primary source of control are the politcs
private organisatons are owned by entrepreneurs/shareholders, they are fnanced by
customers/clients and their primary source of control is the market
Legitmacy
= a generalized percepton or assumpton that the actons of an entty are desirable, proper
or appropriate within some socially constructed system of norms, values, beliefs and
defnitons (corps)
Stwatwus
= socially constructed intersubjectvity agreed-upon and accepted ordering or ranking of
social actors, based on esteem of diference of actors membership in a group
Reputwaton
= generalized expectaton about future behavior/performance based on collectve
perceptons of past behavior. The public contructs a reputaton based on direct experiences
and informaton on organisatons and their compettors. = sum of atributes
1
,3 differences betweeen legitmacy, stwatwus and reputwaton
1. Legitmacy is dichotomous, non-rival, homogenizing tents to atach to organisatons
that share a certain form and is politcal (richten op alle universiteiten)
2. Status is a categorical, group rival, segregatng (refects cultural norms)
3. Reputaton concerns the link between the past and future behavior. Tents to atach
to individual actors and is economic
Reputwaton atributwes
1. Familiarity; do you know the products very well?
2. Creatng Value; do you think the product is worth the money
3. Operatonal capability; does it work
4. Corporate citzenship: does it care about the community?
5. Performance: does it make good use of assets?
6. Leadership: is there a CEO with vision?
7. Appeal: is it liked by stakeholders, a nice company to work for?
8. Credibility; is it trustworthy?
9 consequences of a good reputwaton
Infuence the organizatons survival, organizatonal stability, the possibility to increase
product prices, more proft, lower organizatonal costs, loyal employees, atractng
applicants, atractng investors and clients and satsfed client/citzens/stakeholders
Reputwaton building (a bridge between current and desired reputaton)
A. Strategy
B. Self-presentaton
C. Measurement
is ofen designed for companies, difcult to apply on the public sector
Force of law (Deephouse & Carter): you cannot choose for the compettor
** Growing importance of a good reputaton: more managerial ways of working and politcal
pressure lead to higher importance of a good reputaton
Reputwaton problems for twhe public sectwor
Politcs problem
- Provides the organisaton with a mission (not a market opportunity)
- Mission cannot be changed by the organisaton itself
- Politcal process interface with how the public organisaton runs
Consistency problem
- Public organisatons face multple, sometmes confictng values and ofen have
multple identtes (sustainable and cheap)
Charisma problem
- Unable to choose followers and environments
- Bureaucracy has negatve connotatons
- Difcult to be associated with positve news
2
, Uniqueness problem
- Who to stand out without saying that the others (ministry) are bad
Excellence problem
- If you want to stand out, you have to say that the other is not good but you can’t say
that
Consistent public policies and neutral, trustworthy behavior create a reserve consistent
behavior which adds reputaton
Public sector strive for a neutral reputaton instead of a perfect one
Private sector strive for a perfect reputaton
Lecture 2
Defniton Public Relatons (PR) = management of communicaton between an organisaton
and its public
Artcle Ihlen & Verhoeven
Umbrella of communicaton science = rhetoric’s, crisis communicaton, strategic
communicaton, tactcs, feminism and critcal theory
5 point (in a nutshell)
1. PR should not be limited by focusing on its applied nature, but should be studied as
any actvity: good or bad
2. Practce of PR must be understood by the increased complexity and largescale social
change
3. Trust, legitmacy and refecton are critcal
4. Power, behavior and language become important
5. Critcal realist framework is valuable
Changing perspectve on PR (normatve / optmistc)
- The literature shifs from making organisatons efectve to making society efectve
(Ihlen & Verhoeven)
- Use communicaton to adjust ideas, not to control thoughts and behavior
PR is ofen about protectng and sometmes about deceit (climate change denial, politcal
spin, greenwashing)
3 key issues of twoday’s PR:
1. Power
PR involves the constructon of meaning and so has power
2. Behavior
Ethics and responsibility part of PR more atenton for the dialogue with
stakeholders
3. Language and communicaton
Social and digital evoluton
3
