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Study Guide for Advanced Public Relations | CA 300, Exams of Public Relations

Material Type: Exam; Class: Advanced Public Relations; Subject: Communication Arts; University: Saint Thomas Aquinas College; Term: Spring 2011;

Typology: Exams

2010/2011

Uploaded on 05/03/2011

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C. Ashley Santa Teresa
Professor Winship
CA 322 Advanced Public Relations
Final Exam: 03 May 2011
CHAPTER 1:
-Crises are unique moments in the history of organizations. An organizational crisis is a specific,
unexpected, and nonroutine event or series of events that create high levels of uncertainty and
threaten or are perceived to threaten an organization’s high-priority goals.
-Two types of crises:
oIntentional
Terrorism, sabotage, workplace violence, poor employee relationships, poor risk
management, hostile takeovers, unethical leadership
oUnintentional
Natural disasters, disease outbreaks, unforeseeable technical interactions,
product failure, downturns in the economy
CHAPTER 2:
-10 lessons on crisis:
oOrganization members must accept that a crisis can start quickly and unexpectedly
oOrganizations should not respond to crises with routine solutions
oThreat is perceptual
oCrisis communicators must communicate early and often following a crisis regardless of
whether or not they have critical information about the crisis
oOrganizations should not purposely heighten the ambiguity of a crisis to deceive or
distract the public
oBe prepared to defend your interpretation of the evidence surrounding a crisis
oWithout good intentions prior to a crisis, recovery is difficult or impossible
oIf you believe you are not responsible for a crisis, you need to build a case for who is
responsible and why
oOrganizations need to prepare for uncertainty through simulations and training
oCrises challenge the way organizations think about and conduct business
CHAPTER 3:
-Goal setting is important because they can help guide decision making for the organization.
-Partnerships are equal communication relationships with groups or organizations that have an
impact on an organization. They are established through honest and open dialogue about
important issues for each. Partners may be advocates for the organization or they may be
groups that are antagonistic toward the organization.
-Stakeholders are internal or external groups that can have an impact on the organization. It is
important to keep them in the loop because they are partners.
-You must tell stakeholders what the problem is and as much information as possible.
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C. Ashley Santa Teresa Professor Winship CA 322 Advanced Public Relations Final Exam: 03 May 2011 CHAPTER 1:

- Crises are unique moments in the history of organizations. An organizational crisis is a specific, unexpected, and nonroutine event or series of events that create high levels of uncertainty and threaten or are perceived to threaten an organization’s high-priority goals. - Two types of crises: o Intentional  Terrorism, sabotage, workplace violence, poor employee relationships, poor risk management, hostile takeovers, unethical leadership o Unintentional  Natural disasters, disease outbreaks, unforeseeable technical interactions, product failure, downturns in the economy CHAPTER 2: - 10 lessons on crisis: o Organization members must accept that a crisis can start quickly and unexpectedly o Organizations should not respond to crises with routine solutions o Threat is perceptual o Crisis communicators must communicate early and often following a crisis regardless of whether or not they have critical information about the crisis o Organizations should not purposely heighten the ambiguity of a crisis to deceive or distract the public o Be prepared to defend your interpretation of the evidence surrounding a crisis o Without good intentions prior to a crisis, recovery is difficult or impossible o If you believe you are not responsible for a crisis, you need to build a case for who is responsible and why o Organizations need to prepare for uncertainty through simulations and training o Crises challenge the way organizations think about and conduct business CHAPTER 3: - Goal setting is important because they can help guide decision making for the organization. - Partnerships are equal communication relationships with groups or organizations that have an impact on an organization. They are established through honest and open dialogue about important issues for each. Partners may be advocates for the organization or they may be groups that are antagonistic toward the organization. - Stakeholders are internal or external groups that can have an impact on the organization. It is important to keep them in the loop because they are partners. - You must tell stakeholders what the problem is and as much information as possible.

- You don’t want to over reassure the public because if you are wrong, then they will no longer trust you. CHAPTER 4: - Effective leaders handle a crisis by being visible, developing positive company reputations during normal times, being open and honest, cooperating with stakeholders, and adapting leadership styles during crises. - Leadership styles: o Authoritarian leadership style: more directive in telling followers what to do and very specific when describing how tasks should be done o Democratic leadership style: more likely to offer suggestions or come up with more general goals for followers CHAPTER 5-8: CHAPTER 9: - Four ways companies don’t learn from failures: o Scanning: failure to pay close attention to potential problems both inside and outside the organization o Integration: failure to understand how pieces of potentially complicated information fits together to provide lessons of how to avoid crises o Incentive: failure to provide sufficient rewards to people who report problems and take action to avoid possible crises o Learning: failure to draw important lessons from crises and preserve their memory in the organization - Failure is important because they help us better understand what we need to do if we want to improve. We learn from the mistakes or near misses that occur in the world around us. - “Johnson & Johnson did so well in handling its two major crises, it did not learn the proper lessons” - Sitkin says organizations learn best from intelligent failures, which have five characteristics: o (1) They result from thoughtfully planned actions that (2) have uncertain outcomes, (3) are modest in scale, (4) are executed and responded to with alacrity (eagerness), and (5) take place in domains that are familiar enough to permit effective learning. o Organizations learn to recognize risk by accepting and acting on their failures - Four opportunities: o Organizations should treat failure as an opportunity to recognize a potential crises or to prevent a similar crisis in the future o Organizations can avoid crises by learning from the failures and crises of other organizations o Organizational training and planning should emphasize the preservation of previous learning in order to make organizational memory priority o Organizations must be willing to unlearn outdated or ineffective procedures if they are to learn better crisis management strategies