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Page Acknowledging Sources and Avoiding Plagiarism Page Citing Sources in the Text Page Creating a List of Works Cited Page Books Print, Electronic, Database Page Articles Print, Online, Database Page Other Electronic Sources Page Creating a List of References Page Understanding Multimodality Page Analyzing Multimodal Texts Page Composing Multimodal Texts Page Creating a Multimodal Presentation Page Chapter 23 Taking Essay Examinations Page Preparing for an Exam Page Taking the Exam Page Chapter 24 Creating a Portfolio Page Purposes of a Writing Portfolio Page Business Letters Page E-mail Page Job-Application Letters Page Web Sites Page Lab Reports Page Chapter 26 Writing for and about Your Community Page Writing about Your Service Experience Page Writing for Your Service Organization Page Chapter 27 Writing Collaboratively Page Collaborating on Joint Writing Projects Page Contents Page How to Use This Handbook Page Keeping a Record of Your Errors Page Add a subordinating conjunction to one clause, rewording as necessary Page Separate the independent clauses with a semicolon or a period, and add a conjunctive adverb Page Turn one independent clause into a phrase that modifies the other Page Make one of the clauses subordinate to the other by adding a subordinating conjunction and rewording as necessary Page Separate the independent clauses with a semicolon or a period, and add a conjunctive adverb or a transitional phrase, such as for example or in other words Page Eliminate the subordinating word s that make a clause dependent Page Exception: Use fragments intentionally for emphasis or special effect Page Add a noun, change the pronoun to a noun, or eliminate vague uses of this, that, or which Page Specify an implied reference Page G2-a Use pronouns and antecedents that agree in number Page Use a singular pronoun to refer to a singular indefinite pronoun, or reword the sentence Page G2-b Use masculine, feminine, or gender-free forms to match a pronoun with its antecedent Page Eliminate unneeded or awkward pairs of masculine and feminine pronouns Page G3-a Select who for references to people, which for nonrestrictive references to things, and that for restrictive references to groups and things Page Change which to that when a restrictive clause supplies essential information defining a thing or a group Page Change who to whom when the pronoun is the object of a preposition Page Change whom to who when the pronoun is the subject of a clause and is followed by a verb Page Replace a reflexive pronoun that does not refer to another noun or pronoun in the clause Page Change the form of a pronoun to fit the implied or understood wording of a comparison using than or as Page Use we to precede a subject, or us to precede an object Page Change verbs from the past tense to the present when discussing events in a literary work or film, general truths, ongoing principles, and facts Page Change the verb from the past tense to the past perfect using had to show that one past action took place before another Page Add an -s or -es ending to a verb when the subject is in the third-person singular he, she, it, or a singular noun Page Check to be sure you have used the correct form of an irregular verb Page G5-c Choose the correct form of a verb to show the indicative, imperative, or subjunctive mood Page Eliminate awkward, unnecessary passive verbs Page G6-a Make sure the subject and verb agree even if they are separated by other words Page G6-c Use a verb that agrees with a subject placed after it Page G6-e Use a verb that agrees with the antecedent of the pronouns who, which, or that Page G6-f Use a singular verb with an indefinite pronoun Page G6-g Use a verb that agrees with the subject rather than the subject complement Page G7-a Select an adverb, not an adjective, to modify an adjective, another adverb, or a verb Page G7-b Select an adjective, not an adverb, to modify a noun or a pronoun Page G7-c Select the correct forms of adjectives and adverbs to show comparisons Page Insert missing prepositions He Murdered Sleep cast and crew credits, including actors, actresses, directors, writers and more.

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Auntorip Karim. UsMan Jafri. Bala Sundaram. Now the organisation is likely to be well established. Employee communication is likely to be well devel- 39 oped, community relations will be a part of the agenda as the organisation takes on 40 a corporate social responsibility agenda and developing and maintaining a cohesive 41 corporate identity will be a priority.

The in-house department of several staff, usually 42 with specialisms, could well be complemented by engaging public relations consul- 43 tancies to work in such areas as government affairs and investor relations. Open organisations usually avoid decline by adjusting their activities or 45 moving into new areas.

However, organisations do move into periods of temporary 46 or permanent decline, for example through takeover, legislative change or bad 47 management.

Here public relations has a key role to play in identifying issues in 48 the environment in order to avert crises. Ultimately, there is nothing public relations 49 can do if a business is non-viable. However, it is possible to exit with dignity and with reputation intact, and public relations has a key role to play. To most marketers public relations means 23 publicity, that is, obtaining usually media coverage in support of products and services.

Marketing has broadened its parameters to include 30 relationships with internal customers employees and the broader external stakeholder 31 community. Even so, different professional outlooks 34 do maintain diverse perspectives which are of value to organisations. What is obviously clear is that internally there needs to be 39 a clear understanding of the roles of each discipline and where the responsibilities lie.

However, 44 there is rejoicing when a public relations professional is made a chief executive or 45 director of corporate communications with marketing as a subservient partner. What 46 is good for public relations is that as many people as possible from as many disciplines 47 as possible are aware of the contribution that public relations can make in both strategic 48 and tactical ways. It is a sign that public rela- 4 tions has come of age that its unique contribution in stakeholder relations is recognised.

It is true that the dialogue skills that public relations staff acquire with 9 a range of stakeholder groups will be invaluable, but organisations also need to sell or 10 obtain support for their products and services to survive. A good general reputation, 11 often maintained through sustained public relations activity, will attract customers and 12 users of services. Good service and products enhance reputation. Organisations need 13 both marketing and public relations.

The communication aspects of these matters, including 22 how to communicate with employees and external stakeholders, would normally 23 involve public relations expertise. Control of employee communication and the division 25 between what is rightly communicated by human resources and public relations are 26 areas of potential debate.

This might involve communication with employees who are 28 located within the local community and also with potential employees, and again 29 require careful assignment of responsibility for communication. Lawyers are concerned that what is said may rebound on the organisa- 42 tion and often point out that there is no requirement to say anything.

They value openness and 49 want to maintain dialogue. They are also acutely aware of the need to respond quickly to given situations — again the legal process usually takes time. Product recalls and libel cases usually include both 3 a public relations and a legal dimension and it is not uncommon for legal representa- 4 tives and public relations professionals to speak on the same issue for an organisation.

As expert boundary-spanners, public relations professionals can play a key role 13 in the dominant coalition by gathering and interpreting information from the external 14 and internal environments and presenting this as strategic intelligence.

On the basis of 15 this, organisations can adapt and change or initiate a dialogue so that the continued 16 support of their key stakeholding publics can be assured. This 24 has clearly demonstrated the variety of range and emphasis that public relations can 25 have and has indicated the panoply of skills the expert practitioner requires. In short there is a call for 29 genuine public relations within the management context. Indeed, Cutlip et al. They go on to suggest that the latter contributes to making the democratic 24 process more effective.

Private 40 income was necessary as the professions offered little pay. Later, specialised know- 41 ledge became the basis for entry Cutlip et al. Most of its practitioners have little training in the 32 social sciences. Few have been trained in public relations.

We must admit that 33 many people today who call themselves public relations practitioners still do not 34 measure up to professional standards. They also have a set of values 40 and a code of ethics that discourage the use of their knowledge and technical skills 41 for antisocial purposes.

Years of training are necessary to become a doctor, lawyer or accountant, 5 followed by more years of on-the-job training. The Commission on 12 Public Relations Education recommended that the content of undergraduate and post- 13 graduate courses should include mass communications, PR theories, media relations 14 techniques, research methodology, case studies, work placements and PR management 15 Cutlip et al.

A further commission in added ethics, law and evaluation to 16 the list IPRA This was updated by the work of the Public Relations Education Commission set up by the Public Relations Society of America PRSA in , which 18 looked at the knowledge and skills which should be included in undergraduate and 19 postgraduate courses.

We 28 also strongly recommend [teachers] to continue to develop their professional experi- 29 ence while they hold teaching appointments. It was felt that this would raise the status of the profes- 38 sion in general, as well as that of the Institute. The IPR moved towards tightening its 39 entry requirements. Using this matrix as a base, the IPR approved six courses in , including 45 vocational, undergraduate, postgraduate and masters programmes in the UK.

Since then, the number of approved courses has risen to eighteen. Mindful of the need to maintain standards 39 in its delivery, these courses are only available at a few venues again, details on the 40 IPR website.

IPR 47 research carried out in found that 98 per cent of senior managers in the industry 48 expected entrants to have a degree IPR This has led to a major initiative to 4 improve the commitment to training within the industry. The IPR has also started to 5 benchmark the provision of commercial training organisations with its Approved 6 Training Provider kitemark. Public relations practitioners. The 34 emphasis is on practical techniques.

The technocratic model is more associated with 35 professions, and consists of a systematic knowledge base founded on academic disci- 36 plines, the application of that base to practice, and supervised placements in practice.

The 38 third model, or post-technocratic, emphasises professional competence and bridges the 39 gap between education and employment. All IPR workshops now carry 14 an indication of their level, and the overall structure can be used by both individuals 15 and companies when planning their training requirements.

Courses of the Approved 16 Training Providers are also linked to level and subject. The framework has been constantly updated, and contains an indication of the skills needed to ensure that PR 18 practitioners can use new technology see later discussions on the implications of new 19 technology in Chapters 18, 19 and The PR sector has seen consistent 27 growth.

However, the industry has not been able to tool up 29 fast enough to satisfy demand. This will need to change. It has strict criteria for membership, and is developing a Diploma 36 in Consultancy Management.

We will look at the content of these codes below. One problem with 39 the raising of standards within PR is that these organisations do not represent all of 40 those working in PR in the UK. The IPR has over 6, members, of which around 41 1, are students on the approved courses. The size of 44 the circulation of the trade publication PR Week is often used as a guide, and this is 45 currently 17, Many people may work in a public relations capacity for an organ- 46 isation, but may not be called a public relations practitioner.

Some estimates of the 47 numbers in PR are as high as 40,, but around 20, would probably be more 48 accurate. Despite the numbers game, it can be seen that the two associations account 49 for a maximum of two-thirds of the industry. Although still 11 small by national association criteria, the organisation represents around members 12 in over 70 countries, although there has been talk of it merging with the IPR as the 13 latter adopts a more global outlook. Discrimination on any grounds is unacceptable professional 31 practice.

Conditions to be taken into account when negotiating 33 fees for work are set out. Other recommended practice 36 papers issued by the IPR cover public relations and the law; the role and parameters 37 of PR practice; the use of embargoes, fees and methods of charging; and one of the 38 major issues which the IPR has been campaigning against, the use of charges for inclu- 39 sion of editorial in certain publications.

The IPR undertook a major consultation on its 40 Code in , and the revised Code is published on its website. Of course, the Charter is written with the members in mind, and 43 these are consultancies rather than individuals. Accuracy, openness about interests and regard to the public interest 48 are also stressed. There are recommendations for those in 2 investor relations about dealing with price sensitive information. Healthcare profes- 3 sionals are directed to legislation and other relevant codes, and must ensure balanced 4 and accurate information is given.

Parliamentary lobbyists have an extensive code which 5 relates to their conduct towards MPs and clients. The quality of consul- 9 tancy has improved over the past few years, but there is an increasing gulf between 10 those who are keen to add value and to make that value tangible, and those who 11 want to continue to trade on some black box mystique.

The latter are dinosaurs. In 38 per cent of the 16 countries, PR had been criticised for unethical conduct Lloyd However, as Director General 25 of the IPR, Colin Farrington, says 26 27 We are not equipped with police powers to investigate, and are reliant on complaints 28 before we act.

Whilst some might feel that as we are not a statutory body our disci- 29 plinary procedures are our own affair, the courts would expect us to act in a defen- 30 sible way. There 41 are ten elements in the CMS, and member consultancies must score at least 50 per cent 42 in each section to pass.

Client satisfaction must be measured and service delivery moni- 46 tored. A commitment to training and development is also included. A lot of people have put a 9 lot of work into developing the professional standards, and we are committed to 10 upholding them.

It is synonymous with trust and trust is the lubricant that 16 makes our practice function. Two years later 20 [he]. He was forced to resign. A further report on this topic was published in October 8 A review paper was then published, and further evidence was sought by May 9 The three bodies stated that they had adopted supple- 14 mentary and virtually identical codes to govern practice in this area.

The concept of social accountability is 46 becoming more widespread, and it is not only companies like the Body Shop and the 47 Co-operative Bank that are setting up social auditing systems. A report was commis- 48 sioned by BT at the beginning of to examine what roles companies could and 49 should take in society, and whether undertaking these roles was good for business Future Foundation They recognise that in order to achieve this, they 6 must get the message across about ethical and professional working standards, to counter 7 the historical beginnings of the industry in press agentry and publicity.

Whether or not 8 the IPR achieves chartered status, it has shown an increasing maturity in addressing 9 the concerns of the industry as a whole, rather than concentrating simply on the concerns 10 of its members. The problem, ironically in an industry which prides itself on the ability 11 of its practitioners to communicate, is one of getting the message across to the rele- 12 vant stakeholders in business and government.

The following case study demonstrates the importance of a strategic approach to corporate communication and 29 illustrates what can happen if symmetrical or reciprocal relationships with key stake- 30 holders are not effectively managed. The new bank would operate 7 only through telephones and computers. His 10 Christian Broadcasting Network reaches 55 million viewers a year. Utilising the internet and other media, these groups co-ordinated 19 attacks on the deal.

They set up websites with links to the media and the bank to help 20 the public to learn more about the issue and to register their condemnation. Media coverage became dominated by reports of city 44 councils, universities, trade unions, charities and churches threatening to close their 45 accounts. A joint state- 2 ment said, 3 4 Dr Pat Robertson and Peter Burt, following a meeting in Boston yesterday, agreed 5 that the changed external circumstances made the proposed joint venture.

In reaching this agreement Dr Robertson expressed regret that the media 7 comments about him had made it impossible to proceed. We would like to see the bank reaching out to minority groups 18 to rebuild its reputation for equal opportunities, which before the Pat Robertson busi- 19 ness was very good.

The bank failed to predict the 28 strength of public reaction after announcing the deal with Dr Robertson. We have a long- 30 standing commitment to ethical values, tolerance, equal opportunities, and non- 31 discrimination in all our dealings.

Determination to uphold these principles as we 32 develop our business world-wide will continue to characterise the Bank of Scotland. They not 44 only do things right — they do the right things. In doing so, they act like 45 good citizens. However, its actions teaming up with Robertson and 3 defending the deal by attempting to distinguish between the ethics of commercial deci- 4 sions and the personal views of business partners is not congruent with the core values 5 its statement expresses.

At the time it with- 11 drew from the venture, only accounts had been closed by British customers 12 compared with more than 21, opened during the same period Guardian, 13 Clearly the potential gains would vastly outweigh the losses. As Fombrun 22 81 explains, 23 24 Corporate reputations have bottom line effects. The economic value of a corporate reputation can 28 therefore be gauged by the excess market value of its securities.

These stakes should be recognised by those whose actions may 10 impinge upon them. Individuals should recognise that their behaviour can have reper- 11 cussions upon society. They should act in a responsible way that does not damage 12 others. Indeed, the BoS could be deemed to have transgressed several of the 29 tenets of stakeholderism. The bank opted for sustainable development. Effective public relations strategists are involved in 49 organisational decision making see Chapter 4.

Public relations should do formative research to scan the environment 14 and the behaviour of the organisations to identify these consequences. At this 21 stage focus groups are particularly helpful. The 27 media play a major role in the creation and expansion of issues. At this stage, research should segment publics. In doing so it should follow steps 4—7. Indeed it argues that by adopting a stakeholder approach a 15 company will be well managed and therefore able to deliver greater value to its share- 16 holders.

Not only did the internet 33 enable pressure groups to mobilise public pressure; it also facilitated fast and effective 34 access to information about the American preacher. We did not expect that the controversy he was associated with there would 45 have transferred to here where he has no political constituency or business.

However, 15 both the bank and Robertson were often reported as being unresponsive, refusing to 16 comment or blaming media distortion for their predicament. Eventually Robertson changed his PR approach and invited the press to America to visit his organisation and 18 speak to him directly. However, media views were already entrenched. They have got in a muddle. The next chapter examines 33 whether corporate images can be managed, and subsequent chapters consider other 34 aspects of corporate PR such as public affairs, issues management and corporate social 35 responsibility.

An effective communication strategy would also utilise the range of 36 approaches for communicating with different stakeholder groups examined in Part III. It is a vital aspect of motivating a wide range of stakeholders including voters, employees, shareholders and consumers.

The Body Shop is socially responsible, it cares 22 about animals and the environment. As such, identity includes design aspects such 27 as logos, colour, typeface and house style but also embraces less tangible elements 28 such as behaviour, culture, values, mission, communication style and associations 29 with personalities, charities, political parties or other organisations via donations or 30 sponsorship.

Rule Britannia or cool Britannia? Getting the identity right is 32 strategically important. Some of the results are shown in Table 7. This chapter will explore the meaning of corporate 38 identity and image. It will then consider identity and image management and conclude 39 with a case study exploring an identity change programme.

To formulate an 48 image, publics interpret an identity in a wider context with broader frames of reference. Many people exposed 22 to these aspects of its identity may well formulate an image of Nike as a high quality 23 and fashionable arbiter of good design.

The 36 Nike case illustrates this well. And, if so, how? Clearly though, controlling identity is not simple or straight- 2 forward. A sans 29 serif typeface, favoured by the tabloids, is often deemed to invoke modernity. The change in visuals was interpreted as 32 symbolising a major ideological shift from hard left to centrist politics.

In addition to avoiding negative 40 connotations, technical, creative, fashion and cost requirements all have to be consid- 41 ered. It includes the existence or absence and distribution of status 48 symbols such as executive washrooms, plush carpets and parking spaces. This aspect 49 will be referred to later as part of a consideration of organisational culture.

Not all organisations want to represent themselves as a 6 homogenised unit though. Some are decentralised and a corporate identity should 7 signal this.

Clearly, organisations should involve a range of stakeholders in 22 determining core philosophies and values and clearly communicate the agreed goals. The concept of CSPs fosters a notion of an organic process of 32 developing and communicating organisational images rather than a top—down approach 33 which limits staff to static, agreed perceptions.

And a plethora of recipes for changing organisational cultures are 44 currently on offer. The cultural web illustrates the complexity 31 of organisational culture and, in practical terms, the areas that should be investigated 32 as part of any attempt to audit culture as part of corporate identity.

It could also be argued as being a similar concept to corporate 40 personality. In terms of trying to effect a particular corporate 15 image, however, the notion of a corporate portrait not an actual personality but a care- 16 fully constructed replica of a personality is useful.

Whether this perception was fair or not will be debated 37 elsewhere. The point here is that public relations practitioners must carefully consider 38 the motives and ethics of their practice. Thus, it is crucial that we probe the structure and meaning 44 of that process of representation. Does this mean that one person really 14 knows the identity of another person after having read his or her passport? Truly 16 to know the identity of people, we must go much further. We must have long discus- sions with them, we must ask them about their tastes and convictions, and we must 18 learn their histories.

Stakeholder analysis techniques discussed in 25 Chapter 6 should be used to identify the relevant stakeholders to be used in the research. So a combination 29 of research methodologies must be adopted, targeted at a range of stakeholders. These 30 could include content analysis of corporate documents, surveys, focus groups, inter- 31 views and critical incident analysis. Narrowing the gap 42 between actual and desired image is the objective of a corporate identity programme.

As Grunig and Hunt explain, 12 13 Too often, management wants an easy way to gain the loyalty of employees and 14 get more work out of them. For example, 19 if an organisation professes innovation as a core value, but has a highly bureaucratic 20 structure involving layers of decision-making and centralised power, then innovation 21 will not be fostered.

Its task is to study and document the way in which the different parts of the 31 organisation present themselves in terms of the three traditional areas of design — 32 factories, showrooms and so on; product, packaging and information material; vehicle 33 liveries, signs, brochures, advertising, instruction manuals and every other form of 34 graphics.

What does it all look like? What message is it meant to convey? Such 6 a plan would often aim to manipulate the variables of corporate identity to ensure they 7 suggest a coherent and desirable personality. But is it really possible to manipulate the 8 appropriate variables symbolism, communication and behaviour effectively? However, consultants sometimes claim just this. Corporate 21 identity can, therefore, never be wholly managed.

Provided readers 25 retain a realistic mindset about what can really be effected, a number of useful multi- 26 step corporate identity management plans are available in the literature: Dowling , 27 Olins , Bernstein , van Riel , Abratt and Ind It should enable 31 the following questions to be answered: 32 33 1 What is our current image?

Problem analysis 2 3 4 2. Current positioning 5 6 7 6. Gap analysis 8 9 10 11 3. Translation 4. External image 5. Competition into CI mix research market analysis 12 13 14 15 7a. Maintaining 7b. Adjusting current 7c. Determination 16 current positioning positioning of new position 18 19 7d. Maintaining 7e. Adjusting 20 CI policy CI mix 21 22 23 8. Determination of 24 consequences for CI mix 25 26 27 28 8a. Personality 8b. Behaviour 8c. Communication 8d. Symbolism 29 30 31 9.

In this adapted version, feedback loops inserted between each 45 type of evaluation and the beginning of the process problem analysis indicate the 46 addition of a further step. The feedback loop 49 also represents the cyclical nature of corporate identity management. It must not be seen as a one off procedure but as an ongoing strategic process. Feedback loops are credible 8 only if the organisation has the ability to listen to what it hears and the desire to 9 act upon what it discovers.

At that time, research was just beginning to demonstrate the link between 26 poverty and ill health.

The College worked to improve standards of health and living 27 conditions and campaigned for the introduction of district nurses to care for women in 28 their homes.